FY 2015 ADOPTED BUDGET · 2014. 10. 31. · 2015. The School Board’s budget for all funds...

FY 2015SCHOOL BOARD

ADOPTEDBUDGET

May 12, 2014www.spotsylvania.k12.va.us

TABLE OF CONTENTS

AcknowledgementsTransmittal Letter from the School Board Chair

Association of School Business Officials (ASBO) Meritorious Budget AwardGovernment Finance Officers Association (GFOA) Distinguished Budget Presentation Award

EXECUTIVE SUMMARY SECTIONIntroductory Section Outline .......................................................................................................1Organizational Information HighlightsSchool Board .............................................................................................................................2FY2015 School Board Adopted Budget Layout .........................................................................3Strategic Management Components .........................................................................................4FY2015 Management Structure .................................................................................................5FY2015 Organizational Chart ....................................................................................................5Budget Process and Timeline ....................................................................................................6Budget Calendar ........................................................................................................................7Significant Process, Policy, & Practice Changes .......................................................................8Financial Policies and Practices ..............................................................................................12Financial InformationCombined Fund Statements ....................................................................................................14Revenue Highlights ..................................................................................................................17Expenditure Highlights .............................................................................................................19CIP Budget Results ..................................................................................................................27Allocation of Positions ..............................................................................................................28Retiree Health ..........................................................................................................................31Cost Per Pupil ..........................................................................................................................32Supplemental InformationThree-Year Revenue & Expenditure Forecast .........................................................................33Student Enrollment and Demographics ...................................................................................35Spotsylvania County Demographics ........................................................................................37Division-Wide Accomplishments ..............................................................................................38Local Tax Information ...............................................................................................................39

ORGANIZATIONAL INFORMATION SECTIONOrganizational Section Outline ................................................................................................42School Districts ........................................................................................................................43FY 2015 Organizational Chart .................................................................................................44School Board ...........................................................................................................................46Direction of School Division .....................................................................................................47Budget Process & Management ..............................................................................................48Budgetary & Accounting Policies .............................................................................................52

ORGANIZATIONAL INFORMATION SECTION (continured)School Board Financial Policies ...............................................................................................54Significant Process, Policy, & Practice Changes .....................................................................62

Strategic Plan ...........................................................................................................................63 FINANCIAL INFORMATION SECTION Financial Section Outline .......................................................................................................122 Budget Overview ...................................................................................................................123 Revenue Highlights ...............................................................................................................125 Expenditure Highlights...........................................................................................................127 Expenditure Summary by Generic Object .............................................................................128 Expenditure Summary by Category ......................................................................................129 Expenditure Summary by Fund .............................................................................................130 Expenditure Summary by Sub-Function – All Funds .............................................................131 Expenditures by Object – Fund 5 Only Less CIP ..................................................................132 Full-Time Equivalent (FTE) Information .................................................................................136 Operating Budget Revenue and Expenditure Highlights .......................................................139 Retiree Health Insurance (GASB 45) ....................................................................................146 Fund Statements Fund 1 - Commonwealth Governor’s School ....................................................................149 Fund 2 - Rappahannock Regional Juvenile Detention Center ..........................................156 Fund 3 - Food Services .....................................................................................................159 Fund 4 - Regional Adult Education ....................................................................................162 Fund 7 - Joint Fleet Maintenance Services ......................................................................165 Fund Balance .........................................................................................................................168 Operating Budget Instruction ..........................................................................................................................171 Board Services ..................................................................................................................185 Executive Administration Services.....................................................................................187 Communications & Community Engagement ....................................................................190 Human Resources .............................................................................................................192 Planning Services ..............................................................................................................196 Finance and Purchasing ....................................................................................................198 Health Services .................................................................................................................202 Transportation....................................................................................................................207 Maintenance ......................................................................................................................212 Technology ........................................................................................................................218 Debt Service ......................................................................................................................223

FINANCIAL INFORMATION SECTION (continured) Student Support Services ......................................................................................................238 School Based Allocation Budgets ..........................................................................................235 Grant Programs .....................................................................................................................297 Capital Improvement Plan (CIP) ............................................................................................323

INFORMATIONAL (SUPPLEMENTAL) SECTION INFORMATION Supplemental Information Outline .........................................................................................334 Three-Year Budget Forecast .................................................................................................335 Outstanding Bonds Listing.....................................................................................................337 Student Enrollment Trends and Forecast ..............................................................................338 Projected Student Enrollment by Grade ................................................................................339 Percentage of Special Education Program Students ............................................................340 Student and County Demographics.......................................................................................341 Performance Results .............................................................................................................342 Division-Wide Accomplishments............................................................................................346 Special Education Staffing Standards ...................................................................................350 Personnel Resource Allocations ............................................................................................351 FY 2015 Authorized Student Fees .........................................................................................354 FY 2015 Supplement/Rate Schedule ....................................................................................355 Local Tax Information ............................................................................................................358 FY 2015 Pay Scales ..............................................................................................................361 Glossary ................................................................................................................................478

Acknowledgments

The Finance Department staff extends thanks and appreciation to staff, parents and citizens who contributed to the production of the FY 2015 School Board Adopted Budget. This process takes a tremendous amount of time and effort. Your hard work and cooperation allows us to present an informative budget developed through a transparent and collaborative process.

Budget Team

LaShahn Gaines, CPA, CPMChief Financial Officer

Marcia Stevens, CPADirector of Budget and Payroll

Barbara StombockDirector of Finance

Doreen FlintAccounting Technician

Leah UnderwoodProgram Analyst

Bridgette Smith-HurdSenior Financial Analyst

Donna F. P. JonesGraphic Designer

July 1, 2013

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Spotsylvania County Public Schools for its annual budget for the fiscal year beginning July 1, 2013. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

Association of School Business Officials International

This Meritorious Budget Award is presented to

SPOTSYLVANIA COUNTY PUBLIC SCHOOLS

For excellence in the preparation and issuance of its school entity’s budget for the Fiscal Year 2012-2013.

The budget adheres to the principles and standards of ASBO International’s Meritorious Budget Award criteria.

Ron McCulley, CPPB, RSBO John D. Musso, CAE, RSBA President Executive Director

For excellence in the preparation and issuance of its school entity’s budget for the Fiscal Year 2013-2014

8020 RiveR Stone DRive • FReDeRickSbuRg, vA 22407P 540.834.2500 • F 540.834.2550

tDD 540.834.2557

May 12, 2014

Mr. David Ross, Chair Spotsylvania County Board of Supervisors P.O. Box 99 Spotsylvania, VA 22553

Dear Mr. Ross:

The School Board is pleased to share with the Board of Supervisors (BOS) its adopted budget for fiscal year 2015. The School Board’s budget for all funds including the Capital Project Fund totals $275.0 milllion. The division’s budget process is a thoughtful one that involves parents, staff, and community members. This year the Superintendent’s Budget Advisory Committee was very pleased to learn that the FY 2015 budget would include a funded compensation increase for employees.

The School Board’s highest priority in this budget request is to provide employees with a salary increase to attract and reward employees while maintaining and enhancing the overall strength of Spotsylvania County Public Schools as a leading school division. To accomplish its primary goal, the School Board has already reduced expenditures in capital outlay thereby reducing the need for borrowing which allowed savings to be captured from the retirement of debt. These reduced operational expenditures coupled with a $5 million State revenue increase and a lower increase in health insurance rates than initially projected played a critical role in the School Board’s ability to fund its top priority of providing employees with a step plus 1% cost-of-living adjustment (COLA). It will also provide funding for 5 special education bus drivers and 4 special education bus aides to meet Individualized Educational Plan (IEP) compliance requirements, and will fund a 2% increase in health insurance as well as other employee health benefit mandates.

The Board of Supervisors’ investment in the school division is an investment in our community and local economy given that 70% of School Board employees are residents of Spotsylvania County. Additionally, communities with excellent school divisions attract thriving businesses which in turn create economic and workforce growth.

Thank you for your support for our students and employees. The members of the School Board look forward to working with the members of the Board of Supervisors to achieve our mutual goal of making Spotsylvania County a premier place to live, learn, and work.

1SCPS FY 2015 School Board Adopted Budget

EXECUTIVE SUMMARY

Outline of Information Contained in the Introductory Section

Organizational Information School Board FY 2015 Senior Executive Staff FY 2015 Budget Document Layout Strategic Management Components FY 2015 Management Structure FY 2015 Organizational Chart Budget Process and Timeline Budget Calendar SignificantProcess,Policy,andPracticeChanges Financial Policies and Practices

Financial Information Major Budget Changes in Expenditures Combined Fund Statements Revenue Highlights Expenditure Highlights Capital Improvement Plan Budget Results Allocation of Positions Retiree Health Insurance (GASB 45) Supplemental Information Cost Per Pupil Student Enrollment Trends and Forecast Three Year Budget Forecast and Budget Assumptions Spotsylvania County Demographics Division Accomplishments Local Tax Base and Trend Information

EXECUTIVE SUMMARY

EXECUTIVE SUMMARY - Organizational Information


School Board

Spotsylvania County Public Schools (SCPS) is governed by seven elected School Board members. Members are elected on staggered four-year terms and one member represents each of the county’s seven districts. Board members select a Chair and a Vice-Chair at the organizational meeting at the beginning of every calendar year. The SchoolBoardischargedbyVirginialawandtheregulationsoftheVirginiaBoardofEducationtoestablishpolicies,guidelinesandrulesthatwillensuretheproperadministrationoftheschooldivision.Inaddition,allboardmemberssubscribe to and sign a Code of Ethics.

FY 2015 Senior Executive Staff • Dr.S.ScottBaker,Superintendent• Mrs.LaShahnGaines,ChiefFinancialOfficer• Mrs.CarolFlenard,AssistantSuperintendentofInstruction• Mrs.MichelleColbert,ExecutiveDirectorofHumanResources• Mr.KeithWolfe,ExecutiveDirectorofSecondaryEducationandLeadership• Mr.DonUpperco,ExecutiveDirectorofOperations• Ms.TedraRichardson,ExecutiveDirectorofStudentSupportServices• Dr.DennisMartin,DirectorofStrategicPlanningandSchoolImprovement• Mrs.RenéDaniels,DirectorofCommunicationsandCommunityEngagement

From left to right above: Mr. William M. Blaine, Jr., Salem District; Mrs. Amanda Blalock, Lee Hill District; Ms. Erin K. Grampp, Berkeley District;

Vice Chair: Mr. Ray Lora, Livingston District; Mr. Baron Braswell, Battlefield District; Chair: Dr. James Meyer, Courtland District;

Ms. Dawn Shelley, Chancellor District



The FY 2015 School Board’s Approved Budget Document Layout

Theformatofthebudgetbookcontinuestopresenttheschooldivision’sbudgetinformationinanorganizedandcomprehensivedocument.Thisfacilitatesthereader’sknowledgeoftheschooldivision’sbudgetdevelopment,management,andprocessesinadditiontoprioryearbudgetinformation.Thedocument’sformatconformstothestandardssetforthbytheAssociationofSchoolBusinessOfficialsInternationalMeritoriousBudgetAwardProgramandtheGovernmentFinanceOfficersAssociation’sDistinguishedBudgetPresentationAwardprogram.Thedocumentcontainsthefourmajorsectionslistedanddefinedbelow.

TheIntroductorySectioncontainsacomprehensivesummaryofthethreemainsections(i.e.,organizational,financial,and supplemental information).

TheOrganizationalInformationSectionincludestheschooldivision’sorganizationalandmanagementstructure,organizationchart,strategicplan(vision,mission,corevalues,goals,andstrategies),budgetdevelopmentprocess,andsignificantpolicy/practicechanges.

The Financial Information Section includes budget data by both summary and detail level for all school division funds. Thissectionissub-dividedintotheCommonwealthGovernor’sSchoolFund,theRappahannockRegionalDetentionCenterFund,theFoodServiceFund,theRegionalAdultEducationFund,theOperatingFund(whichincludesDebtService),theCapitalProjectFund,andtheFleetService-InternalServiceFund.IncludedwithintheDebtServicedata are summary and individual bond and Literary Fund Loan amortization schedules for all current indebtedness. TheCapitalProjectFundsectionincludesasummaryoftheCapitalImprovementsPlan(CIP),whichistheschooldivision’sfive-yearlong-rangeplanforcapitalprojects.

The Supplemental Information Section includes the following information of interest to school division employees and the community-at-large:

- Three-Year Budget Forecast- Student Enrollment Trends and Forecast- County and Student Demographics- Performance Results - Division Accomplishments- Local Tax Base and Trend Information



Strategic Management ComponentsInJune2013,theSchoolBoardapprovedtherevisedstrategicplanforFY2014throughFY2019.Thekeycompo-nents are as follows:

Mission StatementTogether-we prepare our students for their future.

Vision StatementSpotsylvania County Public Schools is a leading school division that inspires and empowers all studentstobecomecreativethinkers,problemsolvers,andeffectivecommunicatorsby:

•Ensuringanengagingandsupportivelearningenvironment. •Providingabroadspectrumofinnovativeopportunities. •Cultivatinglastingpartnershipswiththecommunitytoeducatestudents.

Core Value Statements1. STUDENT CENTERED Weprovideallstudentswiththeessentiallearningexperiencesthatenablethemtooptimizetheirsuccesswith postsecondary experiences.2. LEADERSHIPWecommittobuildingvisionaryleaderswhoembracechangeandnewpossibilities.3. ACCOUNTABILITYWeprovidequalityservicestostudents,useresourcesefficiently,andengagethecommunityasviablepartners.4. CULTURAL PROFICIENCY Weexhibitattitudes,skills,behaviors,andorganizationalpracticesthatsupporttheinterestsofadiversepopulation.5. EXCELLENCEWepursuethehigheststandardsoforganizationalperformanceandacademicachievementthroughinnovative, research based practices.6. EFFECTIVE COMMUNICATIONWesupportandutilizeavarietyofcommunicationmethodstoconnectparents,staffandtheentirecommunity.7. TEAMWORK Wedependuponandareaccountabletooneanothertoachieveourcommonpurpose.8. CITIZENSHIP Webelieveinhonor,integrity,andareresponsibletoservethecommunity.

Strategic Goals

GOAL 1.0 TEACHING & LEARNING All students will graduate college and career ready.

GOAL 2.0 COMMUNITY ENGAGEMENT & PARTNERSHIPS Family,students,staffandtheentirecommunityactivelyengagetoseekresourcesandtodevelopopportunitiesthatmeetfutureeducationalchallengesandworkforceneeds.

GOAL 3.0 ORGANIZATIONAL CLIMATES & SCHOOL SAFETYThelearningandworkingenvironmentissafe,caring,healthy,andvaluesdiversity.

Overall,thenewstrategicplanwillguidethedivision’sbudgetdevelopmentprocessanddecision-makingprocess.



FY 2015 Management Structure

TheSpotsylvaniaCountyPublicSchool(SCPS)systemwascreatedin1922andislocatedintheCountyofSpotsylvania,approximately50milessouthofWashington,D.C.and50milesnorthofRichmond,Virginia.SCPSservesstudentsfrompreschooltogradetwelveandiscomprisedof31schoolsandcenters:17elementaryschools,7middleschools,5highschools,and2auxiliarycenters.TheSuperintendentreportstotheSchoolBoardandworksclosely with the senior executive leadership team to oversee the day-to-day operations of the division. The Assistant Superintendent of Instruction directly oversees the instructional operations of the schools. The Chief Financial Officeroverseesthebudget,accountspayable,payroll,andaccountingfunctions.TheDirectorofStrategicPlanningand School Improvement oversees the division-wide strategic plan and oversees school improvement plans. The ExecutiveDirectorofOperationsoverseesschoolfoodservice,pupiltransportation,fleetservices,maintenance,andcapital improvement projects (CIP). The Executive Director of Human Resources oversees recruiting and personnel management. The Executive Director of Secondary Education and Leadership provides oversight primarily to the secondary principals. The Executive Director of Student Support Services provides oversight for special education and gifted programs. The Director of Communications and Community Engagement provides support for media relations,communityrelations,andCountypartnerships,aswellaspromotestheDivisionthroughsocialmedia,traditionalmedia,andcommunitytiesandalsooverseesthePrintShopfortheorganization.

FY 2015 Organizational Chart

School Board

Superintendent

County Residents

Executive Administrative

Assistant

Clerk of the Board

Instruction Finance Strategic

Planning & School

Improvement Operations

Human Resources

Communications & Community Engagement

Assistant Superintendent

Executive Directors Director Executive

Director Executive Director Director

Chief Financial Officer



Budget Process and Timeline

The Code of Virginia provides that school divisions must prepare annual budgets. Spotsylvania County Public Schools’ FY 2015 budget planning process began in May 2014. The FY 2015 School Board Adopted Budget was developed based on revenues and expenditures noted in the General Assembly’s Adopted Budget for Biennium 2014-2016.Also,theSchoolBoard’sAdoptedBudgetwasdevelopedbasedonaprojectedone-percentincreaseinstudentenrollmentfromFY2014toFY2015.Moreover,theFY2015SchoolBoardAdoptedBudgetwascompiledwithinputandfeedbackfromavarietyofstakeholdersandkeysourcedocuments,including:

• Principals,teachers,andstaff; • BudgetAdvisoryCommitteemembers; • ParentAdvisoryCommitteemembers; • SpotsylvaniaEducationAssociation(SEA)officersandmembers; • Citizeninputatpublichearings; • PubliccommentsinregularSchoolBoardmeetings; • Theschooldivision’s2008-2014StrategicPlan;and • The2015-2019CapitalImprovementPlan.

Moreover,inworkingwiththeSuperintendent’sBudgetAdvisoryCommittee,thepriorityoftheFY2015budgetwastoprovideasustainableemployeecompensationincrease.Withincreasedstateandfederalrequirements,the Superintendent and the School Board felt it was imperative to provide a pay raise. This top budget priority was achievedduetoasignificantincreaseinStaterevenues;lowerthananticipatedincreaseinmandatorycosts,likehealthinsurancecostsandspecialeducationneeds,andanincreaseinthelocaltransfer.



Budget Calendar

SpotsylvaniaCountyPublicSchools’fiscalyearisfromJuly1toJune30,whichcorrespondstothefiscalyearsofboth the County of Spotsylvania and the Commonwealth of Virginia. Because Spotsylvania County Public Schools is afiscallydependententity,theschooldivision’sbudgetcycleisdrivenbystatutorydeadlinesfromtheCommonwealthof Virginia and the County of Spotsylvania. The school division’s FY 2015 budget timeline is below.

Activity

Timeframe

Budget Planning – The budget planning process starts when the School Board adopts the budget calendar. The calendar includes the dates, times, and location of activities related to the budget development process.

May 2013 –

September 2013

Budget Formulation – The preparation of the budget is the process of projecting student enrollment; estimating expenditure needs to support schools, programs, and services; and projecting revenues as well as estimating capital project improvement needs and its impact on the operating budget.

October 2013 - December 2013

Budget Engagement – During the budget development process, approximately four to seven Budget Advisory Committee meetings are held with teachers, parents, business leaders, school administrators, and central office staff collectively. Several budget work sessions are held with the School Board to set goals and these goals are reaffirmed throughout the budget process.

November 2013 –

January 2014

Budget Preparation – Based on input from various sources, including the Budget Advisory Committee, the Superintendent’s Recommended Budget is prepared.

January 2014

Budget Approval – Based on recommendations made by the Superintendent, input from the community and information shared at School Board budget work sessions, the School Board’s Recommended Budget is prepared.

March 2014

Budget Adoption – Prior to adopting the final budget, the School Board participates in a joint work session with the local governing board. The governing board adopts the tax rate and the County’s budget prior to May and the School Board adopts its budget in May.

April 2014 – May 2014

Principals & Central Departments amend budgets based on revised needs

October 2014

Budget Evaluation –The results of operations for the fiscal year are set forth annually in the County’s and school division’s combined Comprehensive Annual Financial Report (CAFR).

November 2014



Significant Process, Policy, and Practice Changes

This is the eighth consecutive year that the school division has faced a budget shortfall (meaning the net increase incostsoutweighsthenetincreaseinrevenues).Increasedcostsincludesalaryincreases,healthinsurancebenefits,retirementbenefits,grouplifebenefits,specialeducationcosts,andrisingutility/fuelcosts.Tostrategicallyaddressthebudgetshortfalls,theSchoolBoardutilizedatieredreductionapproachforpastbudgetcycles.TierOnethroughTierSixreductionswereexecutedasapartoftheFY2010andFY2011budgets,someofwhichincludedeliminatingvacantpositions,eliminatingcategoriesofpositions,aligningstaffingstandardstoreflectthedeclineinstudentenrollment,reducingdebtserviceexpendituresbyeliminatingtheissuanceofbonds,eliminatingprograms(elementarySpanish,etc.),after-schoolactivitybuses,andinstitutingathleticfees.TheFY2012budgetincludedthe reduction of 41 positions and the FY 2013 budget included a net decrease of 3.5 positions. To better utilize staff resources,restructuringwasdonetogreaterimpactstudentinstructionandneeds.TheFY2014budgetincludeda net decrease of 16.5 positions. The FY 2015 budget included deferment of capital projects and reductions in various school and department non-compensation accounts. A detailed list of the FY 2015 budget adjustments are contained in the Financial Information section of this document.

Inaddition,theBudgetAdvisoryCommittee(BAC),avaluabletoolinthebudgetdevelopmentprocess,continuestoexpand as public interest heightens due to the funding shortfalls. The FY 2015 BAC consisted of approximately 45 members,andincludeddistrictrepresentatives,at-largerepresentatives,parents,schoolprincipals,teachers,supportstaff,countyfinancestaff,schooladministrators,andbusinesspartners.

The budget development process has always incorporated the contributions of the community-at-large as essential stakeholdersinthesuccessofallstudents.TheBudgetAdvisoryCommitteewasoriginallyestablishedin2002.TheframeworkoftheBACwasrevampedinFY2011withadirectemphasisonfocusgroupstoelicitdialogueandpromoteahigherlevelofthinkingtoproblemsolvethefinancialconstraintsfacingthedivision.Thenewformatincludedutilizingspecificinformationalareasofthedivision’swebsite,suchasSpotsylvaniaCountyOnlineResourceEducation(SCORE),aninternalcommunicationresource,withallmeetingmaterialsandhandoutsaccessedandstoredelectronically.Throughpaperlessbudgetmeetings,theschooldivisiongainedefficiencies,savedonpaperandprintingcosts,andmodeleda21stCenturygloballearningcommunity.ThesepracticeswerecontinuedfortheFY 2015 BAC process.

Maintainingstudentachievementisthetoppriorityandbecomingmorestrategicinfindingwaystosupportourgoalisinvaluabletoensurethatallstudentsaregivenaccesstotheeducationtowhichtheyareentitledasefficientlyandeffectively as possible.



Significant Process, Policy, and Practice Changes (Continued)

Fiscal Year 2012 Budget Process

Embedding of the Career Teacher Incentive Stipends into the Pay Scale

Severalyearsago,theSchoolBoardimplementedcareerincentivestipendsforteachersonsteps0to5inorderto strengthen the lower end of the teacher pay scale and improve recruiting efforts. This stipend was routinely paid inAugust.SinceFY2009,theSchoolBoardhasbeenunabletoawardstepincreasesduetothedownturnintheeconomy.Thus,eachyearthecareerincentivestipendswerereducedtoensureabrandnewteacherhiredwouldnotbecompensatedatahigherpaythanateacherwithoneyearofexperience.Also,incentivesremainedwiththoseteachers who were on steps 0 to 5 to ensure that they received the same salary as in previous years when steps were frozen.Therefore,inFY2011,teacherswithuptoeightyearsofexperiencereceivedacareerincentive(inAugust2010).

Aftermuchdeliberation,theSchoolBoardadoptedrevisedteacherpayscalesforFY2012,whichincludedembedding the career incentives into the teacher pay scale and converting from steps to years of experience. As a resultofthischange,teachersonstep0-8receiveahigherVirginiaRetirementSystem(VRS)contributionbecausethe former career incentive pay was not considered VRS creditable.


Legislation Change to Have Employees Pay the 5% Employee VRS Share with an Offsetting 5% Pay Raise The2011AppropriationsAct,passedbytheVirginiaGeneralAssemblyforthe2012-2014Biennialbudget,requiredstateemployeestocontribute,onapre-taxbasis,5%oftheirsalarytotheVirginiaRetirementSystem(VRS).VRSadministersretirementplans,lifeinsuranceplans,andrelatedservicesforitsactivemembers.Eligiblemembersincludefull-timesalaried,permanentemployeesoftheCommonwealthofVirginia,participatinglocalcities,towns,politicalsubdivisions,andallVirginiaschoolboards.Thesecontributionscouldbephased-inoverafiveyearperiodortheentire5%couldbeimplementedinoneyear.OnJuly1,2012,theSchoolBoardelectedtohaveitsemployeespaythe5%employeeshareinsteadofimplementingthephasedinapproach.AfullimplementationforFY2013wasthepreferredapproachforrecruitingpurposesandmaintainingequityamongstexistingandnewstaff.Assuch,employeesbelowthedirectorlevelreceiveda5.8%offsettingpayraiseandemployeesatthedirectorlevelandabovereceiveda5%offsettingpayraise.



Significant Process, Policy, and Practice Changes (Continued) Fiscal Year 2014 Budget Process

Addition of a Third Health Insurance Plan to Address Rising Costs

For many years the school division offered two health insurance plans to employees. The current plan names are KeyCareExpanded(highoptionplan)andKeyCare500(lowoptionplan).WiththenewAffordableCareAct,by2018allschooldistrictswhocontinuetoofferrobustbenefitplandesignswillbeaccesseda40%taxrate.Also,coupledwiththecontinuousriseinhealthcarecosts,manyschooldivisionsarebeingforcedtoidentifycreativewaysforreducingcosts.Thus,asapartofthedivision’sstrategytoaddressrisingcostsandforthcomingfederalrequirements,amidoptionhealthinsuranceplanwasimplementedentitledKeyCare200.TheemployeepremiumfortheKeyCare200planremainedthesameasthepreviousKeyCareExpandedcontributionrates,toassistemployeesinavoidinganincreaseintheirhealthinsurancepayrollreduction.Ontheotherhand,theKeyCare200plandesignisnotasrobustastheKeyCareExpandedplan,whichmeanswhenemployeesaccessmedicalservicestheirout-of-pocketexpenses,suchasco-paysanddeductibleswillbehigher.TheemployeeKeyCareExpandedplan(mostrobustoption)isstillofferedtoemployeesbutatahigherpremium.Basedonseveralresults,employeeshavestatedtheyarewillingtopayhigherpremiumstokeeptherobustcoverage.ThepremiumsfortheKeycare200planweresignificantlyreducedbasedonactuarialguidelines.Also,toaddresscoststheschooldivisionispayingthesamepremiumforboththeKeycareExpandedplanandtheKeyCare500plan.TheoriginalemployerpremiumtotheKeyCare200planishighertoavoidhealthinsurancepayrollreductionsforthosewhowerepreviouslyontheKeyCareexpandedplanandoptedtotransferintotheKeyCare200.Thedivisionwillcontinuetoidentifywaystoprovideaffordablehealthcareinsurancetoemployees.Basedonopenenrollmentresults,thedivisionswillcontinueto offer three health insurance plans for FY2015. The FY2015 pemiums are noted below.

KeyCare Expanded Benefits (to include dental and vision) Employee Employer Total Premium Employee Only $125.36 $602.95 $728.31 Employee +1 $350.34 $983.61 $1,333.95 Family (SHARED) $196.56 $780.57 $977.13 Family $598.37 $1,355.89 $1,954.26

KeyCare 200 Benefits (to include dental and vision) Employee Employer Total Premium Employee Only $90.26 $619.12 $709.38 Employee +1 $285.31 $1,014.10 $1,299.41 Family (SHARED) $164.89 $786.97 $951.86 Family $501.99 $1,401.72 $1,903.71

KeyCare 500 (to include dental and vision) Employee Employer Total Premium Employee Only $20.40 $602.95 $623.35 Employee +1 $156.51 $983.61 $1,140.12 Family (SHARED) $45.14 $780.57 $825.71 Family $295.53 $1,355.89 $1,651.42



Significant Process, Policy, and Practice Changes (Continued)


Changes Related to the Virginia Retirement System Hybrid Retirement Plan and Virginia Local Disability Program (or Comparable Employer Sponsored Plan)

The General Assembly established a third retirement plan under the Virginia Retirement System called the Hybrid RetirementPlan.ThenewHybridRetirementPlanwillapplytonewmembershiredonorafterJanuary1,2014.Also,thenewHybridRetirementPlandoesnotprovideadisabilityretirementprovision;thus,VRScreatedaprogramentitledVirginiaLocalDisabilityProgram(VLDP).CurrentVRSPlan1andPlan2membersmaymakeanirrevocabledecisiontooptintothenewHybridRetirementPlanduringtheelectionwindowofJanuary1,2014toApril30,2014.ThedivisionoptedoutoftheVirginiaLocalDisabilityProgram(VLDP)duetofiscalandcontractualreasons;therefore,itisrequiredtoprovideacomparableemployer-paiddisabilityplanforemployees.

To capture the employer share of contributions for Hybrid Plan employees versus the employer share of contributions forVRSPlan1andPlan2employees,therevisedchartofaccountsincludesthefollowingmodifications:

1.ObjectCode2210,VRS(VirginiaRetirementSystem)Benefits,comprisesVRSpaymentsforPlan1andPlan2employeeshiredpriortoJanuary1,2014.Paymentsincludedonlyrepresenttheemployershareof payments into the Virginia Retirement System.

2.ObjectCode2220,VRS(VirginiaRetirementSystem)BenefitsforHybridPlanEmployees,consistofpaymentsfortheHybridRetirementPlan.ThisincludesallemployeeshiredasofJanuary1,2014,andanyemployeeshiredbefore this date who opt-in to the new Hybrid Retirement Plan. Payments included only represent the employer share ofpaymentsintotheVirginiaRetirementSystem(boththedefinedbenefitanddefinedcontributionamounts).

Furthermore,asrequiredbyVRS,thechartofaccountswasupdatedtocapturepaymentsintotheVLDP(orcomparable plan) separately versus payment into disability insurance plans for employees covered under VRS Plan 1 andPlan2.Themodificationsareasfollows:

1. Object Code 2500 Disability Insurance includes payments into disability insurance plans for employees covered under Virginia Retirement System Plan 1 and Plan 2.

2. Object Code 2510 VLDP (Virginia Local Disability Program) or Comparable Plan include payments into the division’s comparable plan (for division’s that opted out of VLDP) for employees covered under the new Hybrid Retirement Plan.

Toprovideequitabledisabilitybenefitsforhybridemployeesandlegacyemployees,theFY2015budgetincludesanewexpenditureof$466,848. Providing a Step Increase for Employees BasedonthereallocationoffundscoupledwithadditionalrevenuesattheStateandLocallevels,thefiscalyear2015 budgetincludedastepincreaseanda1%cost-of-livingadjustment.Thiswasthefirststepincreasesince2008.



Financial Policies and Practices

Accounting Policies and PracticesAllfundsareaccountedforusingthemodifiedaccrualbasisofaccountingexceptfortheSchool’sFleetService-InternalServiceFundwhichusesfullaccrualbasisofaccounting.Forallotherfunds,revenuesaregenerallyrecognized when they are both measurable and available. SCPS considers all revenues available if they are collectiblewithin60daysafteryear-end.However,intergovernmentalrevenues,consistingprimarilyofFederal,Stateandothergrants,forthepurposeofspecificfunding,arerecognizedwhenearnedoratthetimeofthespecificreimbursableexpenditure.Expendituresaregenerallyrecognizedunderthemodifiedaccrualbasisofaccountingwhentherelatedfundliabilityisincurred,exceptforcertaincompensatedabsencesandprincipalandinterestpaymentsongenerallong-termdebt,bothofwhicharerecognizedwhenpaid.

Budgetary Policies and PracticesAccordingtotheCodeofVirginia,theState,inconjunctionwiththeAuditorofPublicAccounts,shallestablishandrequireofeachschooldivisionamodernsystemofaccountingforallschoolfunds.Consequently,SCPSmaintainsachartofaccountsthatfulfillstherequirementsoftheStateDepartmentofEducationandtheannualschoolreportasprescribedbytheauditorofpublicaccounts.Thechartofaccountsiscomposedofthefollowingelements:funds,functions,costcenters,objects,programs,andprojects.Inordertomaintaintheintegrityoftheaccountstructure,SCPSmaintainsdistinctfundstoaccountforfinancialtransactionsthatremainseparatefromothertransactions.SCPS maintains the following six (6) funds:

1 – The Commonwealth Governor’s School2 – Juvenile Detention Center3 – School Food Service Program4 – Regional Adult Education Program5 – Regular Education Operating Fund7 – Joint Fleet Maintenance – Internal Service Fund

The revenue accounts are charted according to the sources below. Revenues for the various funds are included on the fund statement sheets and the operating sheets of this budget document.

200 – State Sales Tax300 – State Funds400 – Federal Funds500 – County Funds700 – Other Funds800–Loans,Bonds,andInterest Theexpenditureaccountsaredividedaccordingtofunction/sub-functionasprescribedbytheAuditorofPublicAccounts.Inordertorecordtransactions,expendituresarechartedaccordingtocostcenter,object,program,andproject.Thefunctions(categories)ofexpendituresarelistedbelowwhichdefinesthetypeofactivity.

1000 – Instruction2000–Administration,Attendance,andHealth3000 – Pupil Transportation Services4000 – Operation and Maintenance Services5000 – School Food Services 6000 – Facilities and Technology7000 – Debt Service and Fund Transfers



Financial Policies and Practices (Continued)

SCPS’s code structure is based on the Commonwealth of Virginia’s chart of accounts. •Afterthefunctioncodesarethecostcentercodes.Thecost center codeidentifiesthelocationoftheactivity. Thesecodesincludealldistinctphysicallocationsintheschooldivision,includingschoolsandadministrative sites. •Theobject codeidentifiestheactualgoodorservicepurchased.Objectcodesaregroupedintotwomain categories,compensationandnon-compensation.Thisbudgetdocumentcontainsthecompensationand non-compensation reports for each department and school. •Theprogram codeidentifiestherevenueorexpenditureasanelementary,secondary,oradministrative activity. •Theproject codeidentifiesthesourceoffundsfortheactivity.

Overall,SCPSoperatesunderaquasisite-basedmanagementphilosophywhereschoolsanddepartmentshavefullauthority to plan and expend their non-compensation budgets while the compensation budgets are controlled and monitoredbythecentraloffice.

Compensationbudgets,whicharesalariesandbenefits,includetheexpenditureslistedbelow: Object 1000– Compensation-Contractedpay,overtimepay,non-contractedpay,substitutepay,andsupplemental pay.

Object 2000– Benefits-FICA,health/dentalinsurance,retirementbenefits,grouplifeinsurance,annualandsick leave payoff.

Non-compensation budgets include the expenditures listed below: Object 3000– PurchasedServices-Services,professionaldevelopment,lease/rentalcontracts,etc.

Object 5000– OtherCharges-Utilities,memberships,travel,duesandlicenses,etc.

Object 6000–MaterialsandSupplies-Officesupplies,medicalanddentalsupplies,commoditiesthatareconsumed andminorequipmentthatisnotcapitalized,etc.

Object 7000 – Payment to Joint Operations – Not used by SCPS.

Object 8000 – CapitalOutlay-Newequipment,replacementequipmentandfurnishingsinexcessof$5,000.

Object 9000 –OtherUsesofFunds–Thisseriesofcodesisusedfordebtserviceandaccountingcontrolpurposes (e.g.,holdbackaccounts).

Theschooldivision,asapartofthecountyauditprocess,assistswiththepreparationofaComprehensiveAnnualFinancial Report (CAFR) to report results of all funds under School Board authorization. The school division prepares the Annual School Report for the Virginia Department of Education. Summary listings of individual school and department critical functions and activities as well as a discussion of their budgeted major changes for the coming year are presented for each department in the Financial Section of this budget document.


EXECUTIVE SUMMARY - Financial Information

Combined Fund Statements

TheSchoolBoard’sAdoptedFY2015Budgetforallfundstotals$275,037,913,anetincreaseof$918,042or.3%more than the FY 2014 Adopted Budget. The total budget consists of six funds for which operating and capital expenditures are accounted in the same fund by differentiating budget codes.

Fund 1 – Commonwealth Governor’s School (CGS) - accounts for a regional program that serves gifted students fromtheschooldistrictsofCaroline,KingGeorge,Spotsylvania,andStafford.TheFY2015adoptedbudgetof$2,026,989includesvariousadjustments(seebelow).TheadoptedbudgetalsoincludesreclassingtheCGSITstaffpersonnelfromtheinstructionbudgetcategorytotheTechnologybudgetcategory.Separately,thelocalbudgetequals$961,573andtheStateBudgetequals$1,065,416. •$19,073-StepIncrease •$11,001-1%COLA •$25,434-22.8%VRSprofessionalrateincreasefrom12.77%to15.68% •$1,136-10.9%GLIrateincreasefrom1.19%to1.32% •$2,196-2%healthinsurancerateincreasefortheemployershare(1%healthinsurancerateincrease for the employee share) •$3,174-NewcomparableVRSdisabilityplanatarateof.35%forprofessionalandnon-professionalstaff •$168,071-Netincreaseinnon-compensationbudgetlines

Fund 2 – Rappahannock Regional Juvenile Detention Center (RRJDC) - accounts for activity associated with providingdetainedyouthaqualityeducationandtheskillsnecessarytotransitionfromtheprogramintotheirregularschool.TheFY2015adoptedbudgetof$1,058,837includesvariousadjustments(seebelow)aswellasoneRRJDCposition that was eliminated through attrition after the FY 2014 budget was adopted.

•$14,280-StepIncrease •$8,463-1%COLA •$19,409-22.8%VRSprofessionalrateincreasefrom12.77%to15.68% •$867-10.9%GLIrateincreasefrom1.19%to1.32% •$1,750-2%healthinsurancerateincreasefortheemployershare(1%healthinsurancerateincrease for the employee share) •$2,422-NewcomparableVRSdisabilityplanatarateof.35%forprofessionalandnon-professionalstaff •($72,827)-Netdecreaseinnon-compensationbudgetlines

Fund 3 – Food Service -providesforalloffoodservice’soperatingandadministrativecosts,whichareprimarilysupportedbyfederal,state,andcafésalesrevenues.TheFY2015adoptedbudgetof$9,530,213includesvariousadjustments (see below) as well as a decrease in fees and related services to match projected revenues. •$32,412-StepIncrease •$17,316-1%COLA •$21,743-22.8%VRSprofessionalrateincreasefrom12.77%to15.68% •$1,749-10.9%GLIrateincreasefrom1.19%to1.32% •$9,420-10%RetireeprescriptionPartDrateincrease •$11,250-2%healthinsurancerateincreasefortheemployershare(1%healthinsurancerateincrease for the employee share) •$4,893-NewcomparableVRSdisabilityplanatarateof.35%forprofessionalandnon-professionalstaff •($631,464)-Netdecreaseinthefeesandrelatedservicesbudgetline



Combined Fund Statements (Continued)

Fund 4 – Regional Adult Education - accountsforthetwoadulteducationprograms,whicharetheRappahannockArea Regional Adult Education (RARAE) Program and the Apprenticeship Education (AE) Program. The FY 2015 doptedbudgetof$770,226includesvariousadjustments(seebelow)aswellasanetdecreaseinnon-compensationaccounts.

•$748-StepIncrease •$1,609-1%COLA •$3,735-22.8%VRSprofessionalrateincreasefrom12.77%to15.68% •$167-10.9%GLIrateincreasefrom1.19%to1.32% •$351-2%healthinsurancerateincreasefortheemployershare(1%healthinsurancerateincreaseforthe employee share) •$460-NewcomparableVRSdisabilityplanatarateof.35%forprofessionalandnon-professionalstaff •($34,993)-Netdecreaseinnon-compensationbudgetlines

Fund 5 – Operating - providesfortheday-to-dayoperationoftheschooldivisionanddebtservicepayments,whichtotals$251,677,578.

Fund 5 – Capital Projects-includesfundsborrowedthroughtheVirginiaPublicSchoolAuthority(VPSA),LiteraryFundloans,EconomicDevelopmentAuthority(EDA)bonds,QualifiedSchoolConstructionBonds(QSCB),andbondsissuedasaresultofthelocalbondreferenda.TheFY2015adoptedbudgetof$7,739,145includesadecreaseof$4.4 million due to deferring CIP projects from the Adopted FY 2014 budget.

Fund 7 – Fleet Service - provides for the day-to-day operations of the Joint Fleet Maintenance Facility with the County.TheFY2015adoptedbudgetof$2,551,884includesvariousadjustments(seebelow).

•$18,354-StepIncrease •$10,310-1%COLA •$5,955-22.8%VRSprofessionalrateincreasefrom12.77%to15.68% •$1,090-10.9%GLIrateincreasefrom1.19%to1.32% •$3,869-2%healthinsurancerateincreasefortheemployershare(1%healthinsurancerateincrease for the employee share) •($3,711)-Projectedreductioninannualleavepayoffamountsbasedonprioryeartrends •$3,049-NewcomparableVRSdisabilityplanatarateof.35%forprofessionalandnon-professionalstaff •($20,500)-Reducedfleetnon-compensationothercharges/purchasesserviceslines •$29,188-Increaseinmaterialsandsuppliesnon-compensationline



Governor's School 0.7%

Detention Center 0.4%

Food Service

3.5% Regional Adult Ed

0.3%

CIP 2.8%

Operating 91.4%

Fleet Service 0.9%

Combined Fund Statements (Continued)

FY11 FY12 FY13 FY14 FY15 $ %

Fund DescriptionActual Actual Actual Adopted

BudgetAdoptedBudget

Variance Change

1 GOVERNOR'S SCHOOL 1,668,921 1,668,348 1,771,075 1,749,060 2,026,989 277,929 15.9%

2 DETENTION CENTER 780,702 842,243 1,019,268 1,154,636 1,058,837 (95,799) (8.3%)

3 FOOD SERVICES 9,265,917 9,448,749 8,920,094 10,044,365 9,530,213 (514,152) (5.1%)

4 REGIONAL ADULT ED 606,523 586,549 642,323 727,396 770,226 42,830 5.9%

5 CIP* 4,317,463 5,282,634 8,275,412 12,186,631 7,739,145 (4,447,486) (36.5%)

5 OPERATING 237,455,989 237,578,438 292,248,331 245,752,248 251,360,619 5,608,371 2.3%

7 FLEET SERVICE 2,068,153 2,170,999 2,226,016 2,505,535 2,551,884 46,349 1.8%

Grand Total $ 256,163,667 $ 257,577,959 $ 315,102,520 $ 274,119,871 $ 275,037,913 $ 918,042 0.3%

Expenditure Budget Overview by Fund - All Funds

* CIP - Capital Improvement plan



FY11 FY12 FY13 FY14 FY15 $ %Actual Actual Actual Adopted

BudgetAdopted Budget

Variance Change

Revenue

STATE SALES TAX State$ 22,470,531 $ 23,246,513 $ 22,980,748 $ 23,817,577 $ 23,670,197 $ (147,380) (0.6%)

STATE FUNDS TOTAL 83,512,791 88,577,145 98,331,685 97,250,760 102,393,840 5,143,080 5.3%

SubtotalState$ 105,983,322 $ 111,823,658 $ 121,312,433 $ 121,068,337 $ 126,064,037 $ 4,995,700 4.1%

FEDERAL FUNDS Other 20,524,750 16,579,223 17,072,530 13,418,650 13,622,706 204,056 1.5%

CITY-COUNTY FUNDS 116,392,866 116,084,474 161,115,155 115,580,339 116,415,339 835,000 0.7%

OTHER FUNDS 11,744,207 10,353,626 10,360,159 11,865,914 11,196,686 (669,228) (5.6%)

LOANS, BONDS, ETC 2,662,721 4,439,116 9,312,412 12,186,631 7,739,145 (4,447,486) (36.5%)

SubtotalOther$ 151,324,543 $ 147,456,440 $ 197,860,256 $ 153,051,534 $ 148,973,876 $ (4,077,658) (2.7%)

Grand Total $ 257,307,865 $ 259,280,097 $ 319,172,690 $ 274,119,871 $ 275,037,913 $ 918,042 0.3%

Revenue Summary - All Funds

Revenue Highlights

TheSchoolBoard’sAdoptedFY2015RevenueBudgetforallfundstotals$275,037,913,anetincreaseof$918,042or.3%morethantheFY2014AdoptedRevenueBudget.Thetotalrevenuebudgetconsistsofsixrevenuesources:statesalestax,otherstatefunds,federalfunds,city-countyfunds,otherfunds,andloansandbondsfunds.Theprimary sources of revenue for SCPS are State Funds and City-County Appropriations.

State Revenues ThecombinedStateSalesTaxandotherStateFundsequatesto$126,064,037,whichrepresentsapproximately45.8%ofSCPS’sFY2015revenues.Also,thechartonthefollowingpageshowsStatefundsincreasedbyanettotalof$4,995,700or4.1%duetoincreasedaveragedailymembershipandrebenchmarkingofSOQcosts.

Federal Revenues Federalfundstotal$13,622,706,anincreaseof$204,056or1.5%fromFY2014toFY2015.ThisnetincreaseisprimarilyduetoaprojectedincreaseinFoodServicefederalfunds.Federalrevenuesrepresent5.0%ofSCPS’sFY2015 revenues.

City-County (Local) Revenues ThisbudgetincludesaCity-CountyAppropriationof$116,415,339,whichexcludestheBridgesgrantof$115,568.Thisamountisanetincreaseof$835,000or.7%TheCity-County’sappropriationtoSchoolsisapproximately42.3%of SCPS’s total budget in FY 2015.

Other Revenues TheOtherrevenuestotalis$11,196,686,adecreaseof$669,228or(5.6%).Otherrevenuesrepresent4.1%ofSCPS’s total budget in FY 2015.

Loans and Bonds Revenues Loansandbondsrevenuestotal$7,739,145,adecreaseof$4,447,486or(36.5%)inFY2015.LoansandbondsrevenuesareprojectedtodecreaseduetothedivisionmakingaconcertedefforttodeferCIPprojectstofundapayraiseforemployees.Loansandbondsrevenuesrepresent2.8%ofSCPS’stotalbudgetinFY2015.



$126,064,037

$13,622,706

$116,415,339

$11,196,686 $7,739,145 $-

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

Sales Tax & State Funds

Federal Funds City-County Funds

Other Funds CIP

TOTAL $275,037,913

Revenue Highlights (Continued)



Expenditure Highlights

TheFY2015SchoolBoard’sAdoptedExpenditureBudgetforallfundstotals$275,037,913,anincreaseof$918,042or0.3%morecomparedtotheFY2014Adoptedbudget.TheCIPbudgetdecreasedby$4,447,486andtheoperatingbudget(Fund5)reflectsanincreaseof$5,925,330.

Expenditure Adjustments by Category

Thisadoptedbudgetincludesninemajorexpenditurecategories:instruction,administration,whichincludesadministrativepersonnelaswellasattendanceandhealthservicespersonnel,transportationservices,fleetservices,maintenanceservices,capitalprojects,technology,debtservice,andfoodservices.

Instruction Theadoptedinstructionexpenditurebudgetis$177,755,934,or65.6%ofthetotalbudget,whichincludesanetincreaseof$6,798,926or4.0%.TheFY2015adjustmentsintheinstructioncategoryareattributableto: • $2,535,749-StepIncrease • $1,368,583-1%COLA • $3,127,310-22.8%VRSprofessionalrateincreasefrom11.77%to15.68% • $139,709-10.9%GLIrateincreasefrom1.19%to1.32% • $147,503-10%RetireeprescriptionPartDrateincrease • $347,708-2%healthinsurancerateincreasefortheemployershare(only1%healthinsurancerateincreasefor the employee share) • $390,689-NewcomparableVRSdisabilityplanatarateof.35%forprofessionalandnon-professionalstaff • $123,120-ProjectedincreaseinannualleavepayoffamountsaccordingtoSchoolBoardpolicy • ($686,307)-Reducednon-compensationholdbacklines • $286,540-Restorematerialsandsupplylinesforschoolsites • $46,985-Properlyfundnon-compensationinstructioncentralofficebudgetlines Administrative Services/Attendance/Health and Psychological Services Theadoptedadministrationexpenditurebudgetis$9,235,942,whichreflectsanetincreaseof$379,666or4.3%.Thebudget adjustments are attributable to:

• $87,318-StepIncrease • $61,033-1%COLA • $145,425-22.8%VRSprofessionalrateincreasefrom11.77%to15.68% • $6,497-10.9%GLIrateincreasefrom1.19%to1.32% • $7,067-10%RetireeprescriptionPartDrateincrease • $14,006-2%healthinsurancerateincreasefortheemployershare(only1%healthinsurancerateincrease for the employee share) • ($3,052)-EliminationofthefinalROPpayment • $18,070-NewcomparableVRSdisabilityplanatarateof.35%forprofessionalandnon-professionalstaff • $6,213-ProjectedincreaseinannualleavepayoffamountsaccordingtoSchoolBoardpolicy • $21,040-Netincreaseinexecutiveadministrativenon-compensationlinestofundpostagecosts • $40,864-Netincreaseinhumanresourcesnon-compensationlinestofundpurchasedservicescosts • $401-Netincreaseinpublicinformationnon-compensationlinestocovervariousitems • ($116,271)-Reducednon-compensationholdbacklines • $72,725-Restorenon-compensationlines



Expenditure Highlights (Continued) Transportation/Fleet ServicesTheadoptedtransportation/fleetcombinedexpenditurebudgetis$19,457,060,whichincludesanincreaseof$553,575or2.9%.ThisFY2015increaseisattributabletothefollowingitems(seetheFleetdetailundertheFundsection):

• $114,583-StepIncrease • $71,566-1%COLA • $51,856-Five4-hourSpecialEducationbusdriverstomeetIEPrequirements(reallocationofnon- contractedpay,thusincreaserepresentsbenefitsonly) • $63,587-Four4-hourSpecialEducationbusaidestomeetIEPrequirements(bothsalariesandbenefits) • $18,680-22.8%VRSprofessionalrateincreasefrom11.77%to15.68% • $6,789-10.9%GLIrateincreasefrom1.19%to1.32% • $26,107-10%RetireeprescriptionPartDrateincrease • $57,402-2%healthinsurancerateincreasefortheemployershare(only1%healthinsurancerateincrease for the employee share) • $18,952-NewcomparableVRSdisabilityplanatarateof.35%forprofessionalandnon-professionalstaff • ($12,602)-ProjecteddecreaseinannualleavepayoffamountsaccordingtoSchoolBoardpolicy • ($20,270)-Reducednon-compensationholdbacklines • $10,135-Restorenon-compensationlines • $108,000-Increaseingasolinelines

Maintenance ServicesTheadoptedmaintenanceexpenditurebudgetis$21,215,896,whichreflectsanincreaseof$316,161or1.5%.This FY 2015 increase is attributable to:

• $103,708-StepIncrease • $59,604-1%COLA • $41,037-22.8%VRSprofessionalrateincreasefrom11.77%to15.68% • $6,141-10.9%GLIrateincreasefrom1.19%to1.32% • $23,774-10%RetireeprescriptionPartDrateincrease • $24,063-2%healthinsurancerateincreasefortheemployershare(only1%healthinsurancerateincrease for the employee share) • $17,164-NewcomparableVRSdisabilityplanatarateof.35%forprofessionalandnon-professionalstaff • ($21,301)-ProjecteddecreaseinannualleavepayoffamountsaccordingtoSchoolBoardpolicy • Reallocated$41,984fromnon-compensationmaintenancecontractlinestocoverthepart-timegroundspay rateincreasefrom$9.50to$11.50,netfiscalimpactzero • $64,821-Netincreaseandreallocationofvariousnon-compensationlines



Expenditure Highlights (Continued)

Food ServicesTheadoptedfoodserviceexpenditurebudgetis$9,419,138,whichincludesadecreaseof$514,301or(5.2%).ThisFY2015 decrease is attributable to:

• $32,412-StepIncrease • $17,316-1%COLA • $21,743-22.8%VRSprofessionalrateincreasefrom11.77%to15.68% • $1,749-10.9%GLIrateincreasefrom1.19%to1.32% • $9,420-10%RetireeprescriptionPartDrateincrease • $11,250-2%healthinsurancerateincreasefortheemployershare(only1%healthinsurancerateincreasefor the employee share) • $4,893-NewcomparableVRSdisabilityplanatarateof.35%forprofessionalandnon-professionalstaff • ($631,464)-Netdecreaseinthefeesandrelatedservicesbudgetline

Capital ProjectsTheapprovedcapitalprojectsbudgetis$7,739,145,whichincludesa$4,447,486decreaseor(36.5%).Thisdecreaseisduetotheadministrationplanningtodefercapitalmaintenance,transportation,andtechnologypurchases.

Technology ServicesTheapprovedFY2015technologyservicesbudgetis$7,317,194,whichreflectsa$516,245netincreaseor7.6%.This FY 2015 increase is due to:

• $79,450-StepIncrease • $43,787-1%COLA • $98,471-22.8%VRSprofessionalrateincreasefrom11.77%to15.68% • $4,498-10.9%GLIrateincreasefrom1.19%to1.32% • $3,274-10%RetireeprescriptionPartDrateincrease • $10,857-2%healthinsurancerateincreasefortheemployershare(only1%healthinsurancerateincreasefor the employee share) • $12,578-NewcomparableVRSdisabilityplanatarateof.35%forprofessionalandnon-professionalstaff • $22,120-ProjectedincreaseinannualleavepayoffamountsaccordingtoSchoolBoardpolicy • $148,730-Netincreaseinnon-compensationbudgetlinestocovercontractualrequirements • ($61,098)-Reducednon-compensationholdbacklines • $75,000-Increaseinnon-compensationlines

Debt ServiceTheapprovedbudgetfordebtserviceis$22,897,604,whichincludesa$2,684,744decreaseor(10.5%),dueprimarilytotheretirementofolddebtandaconcertedeffortnottoenterintoasignificantamountofnewdebtoverthepastseveral years. The deferment of more capital purchases was purposeful in order to fund a pay raise for employees.



Instruction 64.6%

Administration 1.7%

Attendance & Health 1.7%

Transportation 7.1%

Maintenance 7.7%

Capital Projects

2.8%

Technology 2.7%

Debt Service

8.3%

Food Service

3.4%




Variance Change

Expenditures

INSTRUCTION $ 159,419,681 $ 159,008,165 $ 170,992,894 $ 170,957,008 $ 177,755,934 $ 6,798,926 4.0%

ADMINISTRATION 8,063,325 8,133,982 8,726,731 8,856,276 9,235,942 379,666 4.3%

TRANSPORTATION 16,637,699 17,586,266 17,994,103 18,903,485 19,457,060 553,575 2.9%

MAINTENANCE 20,895,952 20,394,323 20,535,161 20,899,735 21,215,896 316,161 1.5%

CAPITAL PROJECTS 4,317,463 5,282,634 8,275,412 12,186,631 7,739,145 (4,447,486) (36.5%)

TECHNOLOGY 8,090,025 7,337,439 7,299,970 6,800,949 7,317,194 516,245 7.6%

DEBT SERVICE 31,957,290 30,453,789 72,399,359 25,582,348 22,897,604 (2,684,744) (10.5%)

FOOD SERVICE 9,218,664 9,381,361 8,878,892 9,933,439 9,419,138 (514,301) (5.2%)Subtotal $ 258,600,099 $ 257,577,959 $ 315,102,520 $ 274,119,871 $ 275,037,913 918,042 0.3%

Grand Total $ 258,600,099 $ 257,577,959 $ 315,102,520 $ 274,119,871 $ 275,037,913 $ 918,042 0.3%

Expenditure Summary - All Funds by Category




Expenditure Adjustments by Generic Object

Salaries/Wages–Theadoptedsalaries/wagesexpenditurebudgetis$142,926,950,whichreflectsanincreaseof$2,631,100or1.9%.ThisincreaseisattributabletotheSchoolBoardprovidingastepanda1%COLA,whichisbeingfunded by new state funds and debt service savings.

BasedontrenddatafromFY2009andthroughtheFY2015budgetprocess,theschooldivisionhaseliminatedapproximately311full-timeequivalent(FTE)positions,primarilythroughattrition,asoutlinedinthechartbelowduetobudget challenges.

Most of the positions were eliminated through a voluntary Retirement Opportunity Program with effective dates of June30,2009,June30,2010,andJune30,2011.Also,overthepastfiveyears60centralofficeandancillarypositionstotaling$4.8Mhavebeeneliminatedthroughdownsizingeffortsandrestructuringplans.Inaddition,inthepastfiveyearstheschooldivisionhasprovidedminimalpayraisesasreflectedinthechartbelowduetoincreasesinmandatory expenditures outweighing revenue increases and the division’s priority to minimize the negative impact on classroom instruction.

Description 2009 2010 2011 2012 2013 2014 2015

Salary Adjustments 2.5% COLA None

None (Note: Annual Net Pay Reduction for

Directors and Above - three furlough days)

1% COLA & Prorated $600

Bonus

None (Note: All employees were

required to pick up the 5% VRS employee share. Thus a 5.8%

pay raise offset was provided for employees below the director

level with the intent of breaking even. A 5% pay raise offset was provided for employees at the director level & above, which

was a net payroll check reduction.)

Prorated $900 bonus

Step Increase and 1% COLA

FY 09 Budgeted

FTEs

FY 10 Budgeted

FTEs

FY 11 Budgeted

FTEs

FY 12 Budgeted

FTEs

FY 13 Budgeted

FTEs

FY 14 Budgeted

FTEs

FY 15 Adopted

FTEs

3,329 3,197 3,054 3,026 3,027 3,010 3,018




Employee Benefits-Theadoptedbenefitsexpenditurebudgetis$63,053,548whichreflectsanincreaseof$5,645,122or10.3%.SinceFY2010,employeebenefitscostshaveincreasedbyapproximately$8millionor28%,from$49.4millionto$63.3million.ThemajorbudgetdriversforFY2015include:

•22.8%VRSprofessionalrateincrease •10.9%GLIrateincrease •10%RetireeprescriptionpartDrateincrease •2%healthinsurancerateincreasefortheemployershare •1%healthinsurancerateincreasefortheemployeeshare •NewcomparableVRSdisabilityplanatarateof.35%forprofessionalandnon-professionalstaff •ProjectedannualleavepayoutamountsaccordingtoSchoolBoardpolicy

ThespecificannualhealthinsuranceandVRS/GLItrenddataareasfollowsinthechartbelow:

Overall,fortheFY2015budget,salaries/wagesandemployeebenefitsmakeup74.9%or$206.0millionofthetotalbudget.WhenCIPanddebtserviceexpendituresareexcluded,salaries/wagesandemployeebenefitsmakeup84%ofthebudget.

Description 2009 2010* 2011 2012 2013 2014 2015

GLI* 0.82% 0.79% 0.28% 0.28% 1.19% 1.19% 1.32%

VRS Rates (Teacher)

14.89% (paid by

employer)

14.85% (paid by

employer)9.53%

(paid by employer)11.93%

(paid by employer)

16.77% (11.77% paid by the

employer) (5% paid by employee)

16.77% (11.77% paid by the


20.68% (15.68% paid by the


VRS Rates (Non-professional

group)

13.84% (paid by

employer)

13.84% (paid by

employer)13.33%

(paid by employer)13.33%

(paid by employer)

13.33% (8.33% paid by the


15.19% (10.19% paid by the


13.17% (8.17% paid by the


Health Insurance

Rate Increases by the Employer 4.90% 10.70%

7.6% (paid both the employee share and the

employee share)

3.5% (paid both the employee share and the

employee share)

17.3% for the employer share and

15.3% of the employee share 9.30% 2.00%

Health Insurance

Rate Increases by the Employee 4.90% 10.70% 0.00% 0.00% 2.00%

Employee contribution changes

coupled with the implementation of a mid-level insurance

plan 1.00%

*Fourth Quarter Holiday




Expenditure Adjustments by Generic Object (continued)

Purchased Services–Theadoptedpurchasedservicesexpenditurebudgetis$23,060,552,whichreflectsadecreaseof$1,300,438or(5.3%).Thisobjectcodeprimarilyconsistsofservicesacquiredfromoutsidesourcesonafeebasisorfixedincomecontractbasis.ThemajorityofthedecreaseisdirectlyrelatedtotheCIPplan.

Other Charges–Theadoptedotherchargesexpenditurebudgetis$10,800,258,whichreflectsanincreaseof$402,136or3.9%.Thisobjectcodeincludesutility,travel,andinsurancecosts.Thislineincreasedprimarilyduetoanincreaseinutilities,postage,telephone,travel,etc.

Materials and Supplies–Theadoptedmaterialsandsuppliesexpenditurebudgetis$9,665,334,whichreflectsanincreaseof$569,854or6.3%.Thisobjectcodeincludesarticlesorcommoditiesthatareconsumedormateriallyalteredwhenusedandminorequipmentthatisnotcapitalized.Thisincludesanyequipmentcostinglessthan$5,000.Theincreaseisprimarilyduetothereallocationofholdbackfundstotheschools’materialsandsuppliesline,increaseinfuel,andfurnishings.

Capital Outlay–Theadoptedcapitaloutlayexpenditurebudgetis$2,665,667,whichreflectsadecreaseof$3,150,543or(54.2%).Thisobjectcodeincludesoutlaysthatresultintheacquisitionoforadditionstocapitalizedassetscosting$5,000ormore.ThedecreaseisduetotheCIPdecreasepertainingtothepurposeofreplacementbuses and capital maintenance projects.

Debt Services–Theadopteddebtservicesexpenditurebudgetis$22,865,604,whichreflectsadecreaseof$2,684,744or(10.5%).ThisobjectcodeincludestherepaymentofCIPloansasitpertainstoprincipalandinterestpayments.Thenetdecreaseof$2.7millionisduetotheretirementofolddebtoffsetbyinsignificantincreasesinnewdebt.

Holdback–Theholdbackobjectcoderepresentsfundssetasidetoguardagainstpotentialrevenuelossesorunanticipatedexpenditures.The$1,194,445FY2014adoptedamountwaszeroedoutandreducedby(100%).Inaddition,thesefundswerereallocatedbasedontrenddataandprojectedcosts.





Variance Change

1000 SALARIES/WAGES $ 135,638,808 $ 134,634,433 $ 138,323,343 $ 140,295,850 $ 142,926,950 $ 2,631,100 1.9%

2000 EMPLOYEE BENEFITS 48,847,180 49,978,746 59,549,663 57,408,426 63,053,548 5,645,122 9.8%Total $ 184,485,988 $ 184,613,179 $ 197,873,006 $ 197,704,276 $ 205,980,498 $ 8,276,222 4.2%

3000 PURCHASED SERVICES $ 20,429,171 $ 20,109,150 $ 19,898,447 $ 24,360,990 $ 23,060,552 $ (1,300,438) (5.3%)

5000 OTHER CHARGES 9,394,417 9,621,227 9,319,986 10,398,122 10,800,258 402,136 3.9%

6000 MATERIALS & SUPPLIES 11,840,970 11,470,504 12,232,864 9,095,480 9,665,334 569,854 6.3%

8000 CAPITAL OUTLAY 826,877 1,330,271 3,400,209 5,816,210 2,665,667 (3,150,543) (54.2%)

9000 DEBT SERVICES 31,622,676 30,433,628 72,378,009 25,550,348 22,865,604 (2,684,744) (10.5%)

9000 HOLDBACK - - - 1,194,445 - (1,194,445) (100.0%)Total $ 74,114,111 $ 72,964,779 $ 117,229,514 $ 76,415,595 $ 69,057,415 $ (7,358,180) (9.6%)

Grand Total $ 258,600,099 $ 257,577,959 $ 315,102,520 $ 274,119,871 $ 275,037,913 $ 918,042 0.3%

Expenditure Summary by Generic Objects - All Funds

Salaries/Benefits 74.9%

Purchased Services

8.4%

Other Charges

3.9%

Materials & Supplies 3.5%

Capital Outlay 1.0%

Debt Service

8.3%

Expenditure Summary by Generic Objects



Capital Improvement Plan (CIP) Budget Results

TheFY2015SchoolBoard’sAdoptedbudgetreflectsacapitalprojectexpendituredecreaseof$4,447,486or36.5%lessthantheAdoptedFY2014Budget.TheFY2015CIPplanincludesthepurchaseoffewerreplacementofbuses,technologypurchases,andmaintenanceprojects.Overall,studentenrollmenthasremainedflatforthepastseveralyears.However,forthefirsttimeinthreeyearsstudentenrollmentactuallyincreased.Basedontheapprovalofvariousnewresidentialhousingdevelopments,studentenrollmentisprojectedtocontinuetoincreaseinthefuture.Thus,reflectedinthebudgetforecastforFY2017isasignificantincreaseofadditionalCIPprojectsandacorrespondingincreaseinthedebtservicebudget.Assuch,theCIPbudgethasadirectcorrelationtotheoperatingbudget,wherebydebtservicepaymentsaredecliningannuallyduetodebtretirements,butwillbegintoincrease.

Therevisionofthedivision’sCIP,retirementofsignificantdebtonthe06and07GeneralObligationBonds,andtheoffset of principal and interest for the 2013 bond issue resulted in a net reduction of $2.7 million in the debt service budget from FY 2014 to FY 2015.

Also,followingthesaleofthe2013bonds,thereis$18,183,024inauthorityremainingfromthe2006bondreferen-dumforschoolprojects.ThisfundingisavailableforFY2015projects,FY2016projects,andaportionoftheFY2017projects.Thus,basedontheadoptedCIP,itappearsthatNovember2015istheearliestthattheschooldivisionwouldneedtohaveareferendum,andthatwouldbeusedforprojectsbeginninginFY2017.TheExecutiveDirectorofOperations,atthedirectionoftheSuperintendent,isintheprocessofestablishingaCIPtaskforcetoreviewvari-ousmattersandsolicitfeedbackfromthecommunity.

TheFY2015adoptedbudgetbelowdoesnotincludeBondRefinancings.

2011 Budget 2012 Budget 2013 Adopted 2014 Adopted 2015 Adopted $ Variance % ChangeCIP 3,831,293 4,835,670 6,724,104 12,186,631 7,739,145 (4,447,486) -36.5%Debt Service 30,013,646 30,514,941 28,417,437 25,582,348 22,897,604 (2,684,744) -10.5%

CIP vs. Debt Service

-

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

2011 Budget 2012 Budget 2013 Adopted 2014 Adopted 2015 Adopted

CIP vs Debt Service Analysis

CIP

Debt Service



Allocation of Positions

Totalfull-timeequivalentpositionsinSCPS’soperationhaveincreasedby8positionsfrom3,010.5FTEsto3,018.5FTEsfromtheFY2014AdoptedBudget.Teachers,paraprofessionals,principals,andassistantprincipalsconstitute2,119FTEsor70.0%ofallbudgetedpositionsforFY2015.Supportstaff(clerical,nurses,psychologists,specialists,therapists,socialworkers,custodial,cafeteria,busdrivers/aides,mechanicsandmaintenance,etc.)constitutesapproximately837FTEsor28.0%ofthetotalFTEs.SchoolBoardmembersandotheradministratorsconstituteapproximately62FTEsor2.0%ofthetotal.

FY14 FY15

ObjectAdopted Budget

Adopted Budget

Variance % Change

1110 COMP OF DIRECTORS 17.0000 17.0000 - 0.00%1111 COMP OF BOARD MEMBERS 7.0000 7.0000 - 0.00%1112 COMP OF SUPERINTENDENT 1.0000 1.0000 - 0.00%1113 COMP OF ASST SUPTS 2.0000 2.0000 - 0.00%1116 RECERTIFICATION SPCLST 1.0000 1.0000 - 0.00%1117 SPECIALISTS 4.0000 4.0000 - 0.00%1121 COMP OF TEACHERS 1,713.2050 1,717.2050 4.0000 0.23%1123 COORDINATOR 11.0000 11.0000 - 0.00%1124 COMP OF INST SUPERVISORS 2.0000 3.0000 1.0000 50.00%1126 COMP OF PRINCIPALS 32.0000 32.0000 - 0.00%1127 COMP OF ASS'T PRINCIPALS 36.0000 36.0000 - 0.00%1130 COMP-PROF SUPV PERSONNEL 27.0000 25.0000 -2.0000 (7.41%)1131 COMP OF SCHOOL NURSES 30.0000 30.0000 - 0.00%1132 COMP OF PSYCHOLOGISTS 9.0000 9.0000 - 0.00%1134 COMP OF SOCIAL WORKERS 17.0000 17.0000 - 0.00%1135 SUPERVISOR 1.0000 1.0000 - 0.00%1136 SUPERVISOR - MAINTENANCE 1.0000 1.0000 - 0.00%1139 COMP OF THERAPISTS 9.4000 9.4000 - 0.00%1140 COMP-TECHNICAL PERSONNEL 21.0000 23.0000 2.0000 9.52%1141 COMP OF TEACHER ASS'TS 337.6000 333.6000 -4.0000 (1.18%)1142 COMP-HEALTH/SAFETY OFFICE 11.0000 11.0000 - 0.00%1145 COMP OF CAFETERIA WORKERS 44.0000 42.0000 -2.0000 (4.55%)1146 NURSE PRACTITIONER 1.0000 1.0000 - 0.00%1147 EDUCATIONAL DIAGNOSTICIAN 2.0000 2.0000 - 0.00%1150 COMP OF CLERICAL STAFF 155.0000 155.0000 - 0.00%1161 COMP OF MAINT EMPLOYEES 61.0000 61.0000 - 0.00%1165 COMP OF MECHANICS 16.0000 16.0000 - 0.00%1170 DRIVER PAY 307.0000 312.0000 5.0000 1.63%1191 COMP OF CUSTODIANS 72.2664 72.2664 - 0.00%1340 DRIVER AIDE 62.0000 66.0000 4.0000 6.45%

Grand Total 3,010.4714 3,018.4714 8.0000 0.3%

FTE Summary by Object - All Funds



Allocation of Positions (Continued)

FY14 FY15 Total % Function Description Adopted Adopted Variance Change

Budget Budget

1100 CLASSROOM INSTRUCTION 1,895.4050 1,897.9050 2.5000 0.13%1210 GUIDANCE SERVICES 77.0000 77.0000 - 0.00%1220 SCHOOL SOCIAL WORKERS SVC 18.0000 18.0000 - 0.00%1230 HOMEBOUND INSTRUCTION 1.0000 1.0000 - 0.00%1310 IMPROVEMT OF INSTRUCTION 34.3500 33.8500 (0.5000) (1.46%)1320 MEDIA SERVICES 64.0000 64.0000 - 0.00%1410 OFFICE OF THE PRINCIPAL 158.0000 158.0000 - 0.00%INSTRUCTION - Subtotal 2,247.7550 2,249.7550 2.0000 0.09%

2110 BOARD SERVICES 8.0000 8.0000 - 0.00%2120 EXECUTIVE ADMIN SERVICES 4.7000 4.7000 - 0.00%2130 PUBLIC INFORMATION 2.3000 2.3000 - 0.00%2140 HUMAN RESOURCES 11.0000 12.0000 1.0000 9.09%2150 PLANNING SERVICES 0.5000 0.5000 - 0.00%2160 FISCAL SERVICES 15.0000 14.0000 (1.0000) (6.67%)2170 PURCHASING 2.0000 2.0000 - 0.00%ADMINISTRATION - Subtotal 43.5000 43.5000 - 0.00%

2220 HEALTH SERVICES 40.4000 40.4000 - 0.00%2230 PSYCHOLOGICAL SERVICES 9.0000 9.0000 - 0.00%ATTENDANCE/HEALTH - Subtotal 49.4000 49.4000 - 0.00%

3100 TRANSP - MGMT & DIRECTION 13.3500 13.3500 - 0.00%3200 VEHICLE OPERATION SVCS 369.0000 378.0000 9.0000 2.44%3400 VEHICLE MAINTENANCE SVCS 19.0000 19.0000 - 0.00%TRANSPORTATION - Subtotal 401.3500 410.3500 9.0000 2.24%

4100 MAINT - MGMT & DIRECTION 5.0000 5.0000 - 0.00%4200 BUILDING SERVICES 132.2664 132.2664 - 0.00%MAINTENANCE - Subtotal 137.2664 137.2664 - 0.00%

5100 SCHOOL FOOD SERVICES 65.0000 62.0000 (3.0000) (4.62%)SCHOOL FOOD SVC - Subtotal 65.0000 62.0000 (3.0000) (4.62%)

6820 TECHNOLOGY -INSTRUCT. SUP 55.2000 55.2000 - 0.00%6830 TECHNOLOGY-ADMINISTRATION 7.0000 7.0000 - 0.00%6850 TECHNOLOGY-TRANSPORTATION 3.0000 3.0000 - 0.00%6860 TECHNOLOGY-MAINTENANCE 1.0000 1.0000 - 0.00%TECHNOLOGY - Subtotal 66.2000 66.2000 - 0.00%

Grand Total 3010.4714 3018.4714 8.0000 0.3%

FTE Summary by Function - All Funds



TheFY2015SchoolBoard’sAdoptedBudgetincludesanetincreaseof8positionsfromtheFY2014adoptedfull-timeequivalent(FTE)countof3,010.TheadjustmentsapprovedbytheSchoolBoardduringfiscalyear2014areasfollows:

•AdditionofaWorldLanguageteachingposition •EliminationoftheRappahannockJuvenileDetentionCenter(RJDC)marketingteachingposition •ReinstatementoftheBridgesCoordinatorposition •Additionof4teachingpositions •Additionof2paraeducatorspositions •Eliminationof2FastForwardparaeducatorpositions •Conversionof2InstructionalTechnologyAssistantsto1FieldTechnicianposition •Conversionof2Instructionalparaeducatorsto1teachingposition

The net effect of the positions listed above is a net increase of 3 FTEs.

Basedonpastpractices,theBridgesCoordinatorpositioniseliminatedatthestartofthebudgetprocessandreinstated after the grant is approved during the normal school year. Three positions were also eliminated in the Food Servicedepartment.Asaresultofrequestsreceivedfromthetransportationdepartment,additionalpersonnelareneededtocomplywithIndividualizedEducationProgram(IEP)specialeducationrequirements.

•EliminatedaCafeteriaManageranda5-hourand6-hourCafeteriaWorker •Additionoffive4-hourspecialeducationbusdriverpositions •Additionoffour4-hourbusaidepositions

TheneteffectofthenewFY2015approvedadjustmentsiseight.Thus,intotalthenetadoptedincreaseintheFTEcountis8overtheFY2014AdoptedBudgetFTEcount.ThetotalFY2015approvedFTEcountis3,018.

Allocation of Positions (Continued)

FY11 FY12 FY13 FY14 FY15 %Actual Actual Actual Adopted


Variance Change

INSTRUCTION 2,240.6633 2,232.1133 2,243.3800 2,247.7550 2,249.7550 2.0000 0.09%

TRANSPORTATION 403.5000 400.3500 401.3500 401.3500 410.3500 9.0000 2.24%

ADMINISTRATION 97.3000 95.3000 97.0000 92.9000 92.9000 - 0.00%

MAINTENANCE 149.8663 143.3330 137.2664 137.2664 137.2664 - 0.00%

TECHNOLOGY 83.0000 83.0000 78.0000 66.2000 66.2000 - 0.00%

FOOD SERVICE 80.0000 72.0000 70.0000 65.0000 62.0000 (3.0000) (0.05)

Grand Total 3,054.330 3,026.096 3,026.996 3,010.471 3,018.471 8.000 0.30%

FTE Trend by Category - ALL FUNDS



Retiree Health Insurance (GASB 45)

InJune2004,theGovernmentAccountingStandardsBoard(GASB)releasedStatement45,whichrevisedtheGenerallyAcceptedAccountingPrinciples(GAAP)accountingstandardsforpost-employmentbenefitsotherthanpensions.Thisstandardappliestopost-employmentmedicalbenefitsthatareprovidedtoschoolandgovernmentemployees.Priortothenewstandard,thesebenefitswereaccountedforonapay-as-you-gobasis.Thenewstandardrequiresthatthesebenefitsbeaccountedforonanaccrualbasis.OnJune27,2011,theSchoolBoardestablished a trust fund with the contribution of $1.4 million. This trust fund contribution was funded by FY 2010 carryoverfunds.AsofDecember31,2013,thetrustfundmarketvalueis$1.6million.SCPS’sretireehealth,dental,and prescription insurance premium expenditures as follows:

Retiree Insurance Premium Expenditure Trend Data

FY2009Actual $1.8million FY 2010 Actual $2.3 million FY 2011 Actual $2.7 million FY 2012 Actual $3.2 million FY 2013 Actual $3.5 million FY 2014 Actual $3.7 million FY2015Adopted $3.9million

Overthepastfewyears,theSchoolBoardhastakenseveralactionstoreduceitsretireehealthinsuranceliability.SeveralSchoolBoardpolicieswererevisedtomodifyretirementeligibilityrequirementsandthedivision’sretireehealthinsurancecontributionamounts.InFY2014,theschooldivisionaddedamid-levelhealthinsuranceplanforactiveemployeesandretiredemployeeswhoarenotyetmedicareeligible.Inaddition,effortshavebeenmadetooutsourcecustodialservicesandstudentdiningservicestoreducepostemploymentbenefitpayments.

Asmedicalcostscontinuetoincrease,theSchoolBoardwillcontinuetoimplementinitiativestolowertheschooldivision’s retiree health insurance expenditures over time.

EXECUTIVE SUMMARY - Supplemental Information


$9,624

$9,324 $9,381

$9,828 $9,950

$10,165

$7,500

$8,000

$8,500

$9,000

$9,500

$10,000

$10,500

2010 Actual 2011 Actual 2012 Actual 2013 Actual 2014 Adopted 2015 Adopted

Cost Per Pupil

TheVirginiaDepartmentofEducationdefines“Operations”toincluderegulardayschool,summerschool,adulteducation,andothereducation,butdoesnotincludepre-kindergarten,non-regulardayschoolprograms,non-localeducationprograms,debtservice,orcapitaloutlayadditions.Figuresbelowforthe2010,2011,and2012weretakenfromTable15oftheSuperintendent’sAnnualReportforVirginiafortherespectiveyears.Thefigurefor2013is an estimate based on actual expenditures and the March 31 ADM and the FY 2014 cost per pupil is an estimate based on the FY 2014 Adopted Budget. The FY 2015 cost per pupil is an estimate based on data included in this budgetbook.Theprojectedincreasefrom2014to2015istheresultofanincreaseinstatefunding,primarilySOQrebenchmarkingandanincreaseinVRSrates.

AlthoughrevenuesfromthelocalityandtheStatehavesignificantlydeclinedduringthepastseveralyears,thetotalcost per pupil is increasing due to debt service costs declining coupled with a slow recovery at the state level. This means more funding is going into operations rather than paying off capital project loans.



Objective of the Three-Year Budget Forecast

•Toprotectallemployeegroups. •Tomaintain“core”instructionalprogramsandservices. •Toprovidequalityservicestoapproximately24,000students. •TocompleteallcriticalcapitalprojectsidentifedinthelatestCapitalImprovementPlan.

Thethree-yearcostofmeetingtheseobjectivesiscalculatedusingassumptionsforinflationandgrowth.

Long-Range Plan Budget Assumptions

•Employeecompensationisincreasedby1Stepand1%COLAinFY15,FY16andFY17andFY18 •ADMchangesinFY16,FY17,andFY18basedondivisionenrollmentprojections •StatefundingisadjustedforchangeincompositeindexforFY15andFY16thennochangeinthe next biennium •Federalfundsaredecreasedby5%eachyear •Otherfundsaredecreasedby.5%eachyear •VRSratesareheldsteadyforFY16,thenincreasedby13%inFY17andsteadyinFY18 •SalesTax-3%increaseinFY16,FY17andFY18 •Non-utility/fuelcosts(object5000)increaseby1%eachyear •1%increaseinmaterials/supplies(object6000)andcapitaloutlay(object8000)eachyear •1%increaseinutilities/fuelaccounts(object5000)eachyear •Assumesfundingofproposed2015-2019CIP •Healthinsuranceincreasesby10%inFY16,FY17andFY18 •CountytransferincreasesbasedonamountsinCounty’sbudgetforecastmodel.



Categories FY14 FY15 FY16 FY17 FY18Instruction 170,957,007$ 177,755,934$ 183,681,755$ 192,089,049$ 198,571,342$ Administration 8,856,276$ 9,235,942$ 9,535,511$ 9,962,905$ 10,299,116$ Transportation 18,903,486$ 19,457,060$ 20,088,153$ 20,988,529$ 21,696,815$ Maintenance 20,899,735$ 21,104,821$ 21,904,820$ 22,886,623$ 23,658,961$ Food Service 9,933,439$ 9,530,213$ 9,723,866$ 10,159,702$ 10,502,554$ Technology 6,800,949$ 7,317,194$ 7,554,528$ 7,893,132$ 8,159,496$ Debt Service 25,582,348$ 22,897,604$ 23,211,861$ 25,711,320$ 25,046,904$

Totals 261,933,240$ 267,298,768$ 275,700,494$ 289,691,259$ 297,935,188$

Objects FY14 FY15 FY16 FY17 FY181000 Salaries/Wages 140,295,842$ 143,065,342$ 146,928,106$ 150,895,165$ 154,969,335$ 2000 Employee Benefits 57,408,465$ 63,140,836$ 67,015,032$ 74,336,764$ 78,966,400$ 3000 Purchased Services 19,553,664$ 18,326,055$ 18,326,055$ 18,326,055$ 18,326,055$ 5000 Other Charges 10,419,066$ 10,800,578$ 11,060,084$ 11,170,685$ 11,282,391$ 6000 Materials & Supplies 8,640,645$ 9,035,344$ 9,125,697$ 9,216,954$ 9,309,124$ 8000 Capital Outlay 65,209$ 65,009$ 65,660$ 66,316$ 66,979$ 9000 Debt Service 25,550,348$ 22,865,604$ 23,179,861$ 25,679,320$ 25,014,904$

Totals 261,933,240$ 267,298,768$ 275,700,494$ 289,691,259$ 297,935,188$

FY14 FY15 FY16 FY17 FY18State Sales Tax 23,817,577$ 23,670,197$ 24,380,303$ 25,111,712$ 25,865,063$ State Funds 97,250,760$ 102,393,840$ 103,753,750$ 104,767,689$ 104,451,606$ Federal Funds 13,418,650$ 13,614,705$ 12,933,970$ 12,287,271$ 11,672,908$ City-County Funds 115,580,339$ 116,415,339$ 116,415,339$ 116,415,339$ 116,415,339$ Other Funds 11,865,914$ 11,204,687$ 11,148,664$ 11,092,920$ 11,037,456$

Totals 261,933,240$ 267,298,768$ 268,632,025$ 269,674,932$ 269,442,372$

-$ -$ 7,068,469$ 20,016,327$ 28,492,816$

Three Year Expenditure Projections

Three Year Revenue Projections

Projected Surplus/(Deficit)



Based on Actual Enrollment October 1, 2013

GRADE 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19Historical Historical Historical Historical Historical Actual (Projected) (Projected) (Projected) (Projected) (Projected)

PRE-SCHOOL* 280 301 331 324 331 327 327 327 327 327 327K 1686 1752 1686 1673 1705 1714 1609 1669 1619 1624 16241 1815 1739 1750 1755 1696 1760 1733 1644 1692 1636 16412 1714 1792 1726 1766 1772 1680 1779 1768 1667 1709 16533 1818 1731 1781 1725 1774 1782 1699 1814 1791 1684 17264 1716 1846 1754 1792 1745 1820 1801 1737 1837 1808 17015 1829 1746 1824 1768 1794 1778 1839 1834 1760 1854 1825

Sub-Total 10858 10907 10852 10803 10817 10861 10787 10793 10693 10642 10497Increase -163 49 -55 -49 14 44 -74 6 -100 -51 -145Percent -1.48% 0.45% -0.50% -0.45% 0.13% 0.41% -0.68% 0.06% -0.93% -0.48% -1.36%

6 1794 1842 1748 1811 1777 1801 1800 1858 1861 1781 18757 1776 1803 1844 1756 1870 1829 1824 1837 1885 1882 18028 1920 1818 1809 1879 1755 1901 1845 1852 1856 1899 1896

Sub-Total 5490 5460 5401 5446 5402 5531 5469 5547 5602 5562 5573Increase 1 -30 -59 45 -44 129 -62 78 55 -40 11Percent 0.02% -0.55% -1.08% 0.83% -0.81% 2.39% -1.12% 1.43% 0.99% -0.71% 0.20%

9 2131 2212 2025 2012 2070 1976 2051 2012 2001 2010 205510 2012 1904 1990 1864 1861 1892 1871 1954 1917 1890 189711 1889 1820 1750 1864 1721 1732 1915 1906 1981 1938 191012 1817 1886 1820 1783 1854 1781 1762 1956 1939 2012 1973

Ungraded/TT/PG 24 30 3 0 0 0 0 0 0 0

Sub-Total 7849 7846 7615 7526 7506 7381 7599 7828 7838 7850 7835Increase -31 -3 -231 -89 -20 -125 218 229 10 12 -15Percent -0.39% -0.04% -2.94% -1.17% -0.27% -1.67% 2.95% 3.01% 0.13% 0.15% -0.19%

TOTAL 24197 24213 23868 23775 23725 23773 23855 24168 24133 24054 23905INCREASE -193 16 -345 -93 -50 48 82 313 -35 -79 -149PERCENT -0.79% 0.07% -1.42% -0.39% -0.21% 0.20% 0.34% 1.31% -0.14% -0.33% -0.62%

* Includes Head Start, Early Childhood Special Education & Pre-Kindergarten

SPOTSYLVANIA COUNTY SCHOOLSProjected Enrollment-2015-2019

Student Enrollment Trends and Forecast




TheFY2015(10/1/2014)totalstudentenrollment(includingPre-KindergartenSpeech,HeadStart,EarlyChildhoodSpecialEducation,andtheVirginiaPreschoolInitiative(VPI)program)isprojectedtobe23,855,anincreaseof82studentsor.3%comparedtoFY2014(10/1/2013)enrollmentof23,773.Ofthenet82,thehighschoollevelisprojectedtoincreaseby218students,whiletheelementarylevelisprojectedtodeclineby74studentsandthemiddleschoollevelisprojectedtodeclineby62students.Forthefirsttimesincethe2009-2010schoolyear,overallstudentenrollment increased in FY 2014. Enrollment is projected to continue to increase as the result of the approval of various newresidentialhousingdevelopments.Threemainenrollmentprojectionassumptionswereused.First,theratioforkindergartnersenrolledinthecurrentschoolyearascomparedtothebirthratefiveyearsearlierwasutilized.Second,theCountyPlanningDepartmentindicatedthatthereisacurrentCountypopulationgrowthrateofoveronepercent;thereforeaonepercentgrowthratewasdistributedevenlybygradeleveltoeachschool.Finally,thestudentgrowthgenerationfiguresprovidedbythePlanningDepartmentwereutilizedtoprojectthenumberofstudentswhowouldimpact certain schools based on the completion of new residential units in respective attendance zones. These students were included in the school year that residential projects were estimated to be completed. Residential projects and their potentialimpactonschoolenrollmentswillcontinuetobemonitoredandtheschooldivisionwillcontinuetoworkwiththe County Planning Department in this process to update this information accordingly.

Student Demographics

SCPS is the 11th largest of 132 school divisions in Virginia. Student demographics are anticipated to remain fairly constant.Specialeducationenrollmenthasaveraged11%ofthetotalstudentenrollmentforthepastfiveyears.However,thenumberandpercentageofstudentswithdisabilitieshasfluctuatedslightlyoverthepastfiveyearswithahighof3,317or14%oftheoverallenrollmentin2006to2,685or11%oftheoverallenrollmentin2014(12/1/2013).ThenumberofstudentswhospeakEnglishasasecondlanguage(ESL)hasincreasedby878studentssinceFY2005.This increase is expected to remain consistant in FY 2015. The number of students eligible for free and reduced price luncheshasincreasedfrom11%inFY2002to32%inFY2014.Thisincreaseisanticipatedtoremainconsistent.

The ethnic composition of Spotsylvania County Public Schools’ student enrollment is shown in the chart below. The largestgroupcontinuestobewhitestudentsfollowedbyblackstudents.

White 62.3%

Black 18.4%

Hispanic 11.4%

Asian 2.7%

Other 5.2%

Student Ethnic Distribution



Spotsylvania County Public Schools FY 2015 Operating Budget

Description of Spotsylvania County Demographics Spotsylvania County, which consists of 407 square miles, is located in eastern Virginia, mid-way between the nation’s capital in Washington D.C. and the State capital of Richmond, both of which are about 50 miles distant. Spotsylvania is one of Virginia's fastest-growing counties, largely because of its location along Interstate 95.

Formed as an Independent County..................................................................................................... 1721 Present Form of Government ................................................. Board of Supervisors/County Administrator Area .................................................................................................................................. 407 square miles

Median Household Income (2012) ................................................................................................. $77,298 County Population 2014 (estimated) .............................................................................................. 127,715 Unemployment Rate (2014) ................................................................................................................ 5.1% Spotsylvania County Tax Rates (2014) Real Property ..................................................................................................................................... $0.86 Personal Property .............................................................................................................................. $6.78 Education Number of Elementary Schools .............................................................................................................. 17 Number of Middle Schools ........................................................................................................................ 7 Number of High Schools ........................................................................................................................... 5 Number of Alternative Schools ................................................................................................................. 1 Number of Technical Education Schools .................................................................................................. 1 K-12 Enrollment (as of 10/1/13) ....................................................................................................... 23,838 Community Facilities Park Facilities .......................................................................................................................................... 11 Outdoor Amphitheatres ............................................................................................................................. 1 Community Centers .................................................................................................................................. 6 Teen/Senior Center ................................................................................................................................... 1 County Museums ...................................................................................................................................... 1 Public Safety Sherriff Number of part-time and full-time positions (2014) ............................................................................. 243 Fire/EMS Full-time staff (2014) ........................................................................................................................... 182 Fire/Rescue Stations ............................................................................................................................. 10



Division-Wide Accomplishments

•AllschoolsaccreditedbytheVirginiaDepartmentofEducation. •99%ofSCPSteachersarehighlyqualifiedasperfederalregulations. •FullDivisionaccreditationbyAdvancED. •TheCommonwealthofVirginiadesignatedFreedomMiddleandChancellorHighschoolsas“BlueRibbonSchoolsof Music”in2011-thehighesthonorofexcellenceamusicdepartmentcanachieve. • Increased the number of high school graduates reporting on their graduate survey to attend a two or four year college from 74%to83.8%fromthepreviousyear. •Thenumberofadvanceddiplomasearnedis55.7%. •Continuedatrendofincreasingenrollmentincollege-levelcourses(AdvancedPlacementandDualEnrollment). •Expandedandenhancedblendinglearningopportunities(Elabs). •InstalledWiFicapabilitiesinallschoolbuildings. •BeganutilizingGAPPSinadditiontoSCOREtoconductpaperlessmeetingsandstaffupdates. •ReceivedtheASBOBudgetAwardforthefifthyearinarowforoutstandingbudgetpresentation. •ReceivedtheGFOAMeritoriousBudgetAwardforthefourthyearinarowforoutstandingbudgetpresentation. •Establisheda“ResponsetoIntervention”(RtI)committeetoreviewbestpracticesformonitoringstudent progressandprovidinginstructionalmodificationsandinterventionsasnecessary. •CreatedtheBookkeeper’sAcademyLeadershipProgramtoprovidetargetedprofessionaldevelopmentopportunities andtobuildleadershipcapacityatschoolsitesandcentraloffice. •Receiveda“clean”unqualifiedauditopinionforfiscalyear2013. •ImprovedefficiencieswiththefollowingCIPprojects:replacementoftheHVACsystematBattlefieldMiddleandLee Hill Elementary schools and the lighting in 5 elementary schools. •Continueddivisionsavingsthroughanewfoodservicesvendorandonlinepaymentsystem. •NiRiverMiddleSchoolisrecognizedasonofthe18national2012IntelSchoolsofDistinction. •TheGovernorawardedChancellorElementarySchoolthe2012Governor’sAwardforEducationalExcellence”. •Thetotalamountofcollegescholarshipsofferedin2014was$39,110,614. •ReceivedstaterecognitionforourSTEMLabprograms(MADABOUTSTEM,N-STAR). •Madeliteracyinvestmentsthathavehugelyimpactedliteracylevelsattheelementaryandmiddleschoollevels(Read 180,PALsprofessionaldevelopment,andTitleIBenchmarkAssessments). •Createdinterventionandenrichmentprogramswithintheschooldayschedule. •EstablishedProfessionalLearningCommunity(PLC)processesfornumerousareassuchasTeachercollaboration (m.s.bestpractices),TeacherEvaluation,andtheCalendarCommittee. •TheDivisionTeacheroftheYearwasselectedRegionalTeacheroftheYearandwasaStateFinalistforTeacherofthe Year.



#1 - Assessed Value & Market Value of Taxable Property

Calendar Year Assessed Value(1) Market Value(2) Assessed Value Market Value (4)

2006 * $13,233,227,700 $17,715,164,257 $669,846,551 $1,339,693,1022007 $13,821,769,200 $17,106,150,000 $686,429,684 $1,372,859,3682008 * $16,015,619,200 $14,626,136,256 $732,059,780 $1,464,119,5602009 $16,249,939,800 $12,154,031,264 $660,360,808 $1,320,721,6162010 * $12,637,661,700 $13,995,195,681 $733,708,427 $1,467,416,8542011 $12,790,018,108 $13,505,826,936 $747,950,998 $1,495,901,9962012 * $12,333,057,500 $13,657,870,986 $777,973,916 $1,555,947,8322013 $12,415,274,557 N/A $785,133,554 $1,570,267,1082014 * $12,930,408,800 N/A $777,870,449 $1,555,740,898

* Reassessment year(1) Assessed values are as of January 1 of each year .

(3) Includes Personal Property and Business Property as of January 1 or each year.(4) Personal Property is taxed based on an assessment of 50% of the market value.

Source: Spotsylvania County Finance Office

Real Property Personal Property(3)

(2) Market Value for each year is determined by qualified sales that take place during the 12 months following each January 1 assessed value. Source of market value is the Virginia Dept. of Taxation.

Local Tax Base and Trend Information



#2 - Property Tax Rates and Collections

Real PropertyCalendar Year Rate(6) Revenues Rate(7) Revenue(8)

2006 $0.62 $77,452,828 $5.00/$5.00 $33,960,9412007 $0.62 $79,889,431 $5.00/$5.00 $36,055,5212008 $0.62 $87,632,222 $5.00/$5.00 $36,954,1402009 $0.62 $93,855,338 $6.26/$5.95 $37,947,5552010 $0.86 $98,897,152 $6.26/$5.95 $40,718,5972011 $0.86 $102,824,613 $6.26/$5.95 $43,337,3012012 $0.88 $101,979,953 $6.37/$5.95 $46,005,1002013 $0.88 $102,041,298 $6.37/$5.95 $47,070,5292014 $0.86 $103,470,612 $6.78/$5.95 $48,216,373

Machinery & ToolsCalendar Year Rate(7) Revenue Rate(7) Revenue

2006 $2.50 $982,121 $2.00 $392,5382007 $2.50 $1,068,770 $2.00 $431,6052008 $2.50 $1,013,397 $2.00 $410,7582009 $2.50 $943,973 $2.00 $350,8982010 $2.50 $763,443 $2.00 $242,6292011 $2.50 $919,819 $2.00 $261,3102012 $2.50 $716,325 $2.00 $270,6832013 $2.50 $996,059 $2.00 $278,6542014 $2.50 $724,175 $2.00 $290,514

(6) Per $100 of assessed value.(7) Per $100 at 50% of assessed value for Personal Property and no greater than 50% for Business Property.(8) Includes State revenue from the Personal Property Tax Relief Act.General Note: Rates shown are for the calendar year while the revenues shown are for the fiscal year.


(5) Includes Personal Property and Business Property. Rates are displayed as Personal Property followed by Business Property.

Heavy Construction Equipment

Personal Property(5)

Local Tax Base and Trend Information (Continued)



#3 - School local transfer effect on average taxpayers

Calendar Year

% Transfer to Schools is of Tax-

Supported Expenditures

Residential Average Value

Residential Properties

Average Value Tax Rate

Average Real Estate Bill

Approx. Amount to Schools

Approx. Amount

Retained by County

2006 65.24% $11,533,892,700 55,359 $208,347 $0.62 $1,292 $843 $4492007 63.49% $11,979,907,400 56,199 $213,169 $0.62 $1,322 $839 $4832008 65.15% $13,390,878,900 56,516 $236,940 $0.62 $1,469 $957 $5122009 66.40% $13,522,688,800 56,658 $238,672 $0.62 $1,480 $983 $4972010 66.35% $9,769,305,500 56,715 $172,253 $0.86 $1,481 $983 $4982011 62.04% $9,872,291,600 56,789 $173,842 $0.86 $1,495 $928 $5682012 60.74% $9,705,672,400 57,202 $169,674 $0.88 $1,493 $907 $5862013 60.03% $9,776,290,000 57,315 $170,571 $0.88 $1,501 $901 $6002014 58.68% $10,351,867,900 57,914 $178,746 $0.86 $1,537 $902 $635


$843 $839 $957 $983 $983 $928 $907 $901 $902

$449 $483 $512 $497 $498 $568 $586 $600 $635

$0

$400

$800

$1,200

$1,600

2006 2007 2008 2009 2010 2011 2012 2013 2014 Tax Year

Average Residential Real Estate Tax Bill

Approx Amount to Schools Approx Amount Retained by County

Local Tax Base and Trend Information (Continued)


ORGANIZATIONAL INFORMATION

The Organizational Section includes the Spotsylvania County Public School’s organizational structure, the division’s Organization Chart, the various policies and procedures which govern the budget development process, and the school division’s Strategic Plan.

The narrative which describes the organizational and management structure includes an overview of the school division, lists of School Board members and senior administration, and the various components of budget administration and accounting management. In addition, descriptions of budget development, approval and amendment processes and the budget development calendar are included within this section.

Section Contents

Organizational Structure School Districts FY 2015 Organizational Chart School Board Direction of the School Division Budget Process and Management Budget Assumptions Budget Strategy Community Involvement Budget Levels Budget Planning Budget Calendar Budget Preparation Budget Adoption, Implementation and Evaluation Preparation of the Capital Improvement Plan (CIP) BudgetBudgetary and Accounting Policies Legal Authority Budget Execution Fund Accounting Budgetary Basis Revenue Budgets Expenditure Budgets Encumbrance Control Practices Expenditure Controls and Approval Basis of Accounting Carryover Funds

School Board Financial Policies Annual Budget Approval of the Budget Management of Funds Financial Accounting Accounting Systems School Food Service Accounts Capital Improvement Program Accounts Financial Reporting Fund Structure Expense Categories Guidelines for Use of Instructional Accounts Reporting Per Pupil Costs Purchasing Internal Controls Account Codes Object Descriptions SignificantProcess,PolicyandPracticeChanges Strategic Plan



School Districts Spotsylvania County Public Schools (SCPS) is located in the County of Spotsylvania, approximately 50 miles south of Washington, D.C. and 50 miles north of the state capital in Richmond, Virginia. The school division is broken down into seven districts (see next page) and serves approximately 23,773 students from preschool to grade 12. Projected enrollment for all grades for FY 2015 is as follows: K-5 (pre-school and elementary) is projecting a decrease of 74 at 10,787, projections for grades 6-8 (middle school) are 5,469, a decrease of 62, and grades 9-12 (high school) are projecting an increase of 218 at 7,599. SCPS serves students in 29 school locations, 17 elementary schhols, 7 middle schools and 5 hgih schools, as well as the Career and Technical Center, John J. Wright Educational and Cul-tural Center, Gateway Academy, and Courthouse Academy.

Organizational Structure



SCHOOL DISTRICTS

Battlefield

Berkeley

Chancellor

Courtland

Lee Hill

Livingston

Salem

Organizational Structure



FY 2015 Organizational Chart

The organizational structure of SCPS is focused on meeting the needs of its diverse student population while managing the various schools and programs within the division. The school division is governed by seven elected School Board members. The Superintendent reports to the School Board and works closely with the senior executive staff in managing all aspects of school division operations. The Assistant Superintendent of Instruction directly overseestheinstructionaloperationsoftheschoolsaswellastechnology.TheChiefFinancialOfficeroverseesthebudget, accounts payable, payroll and accounting functions. The Executive Director of Operations oversees school foodservice,pupiltransportation,fleetservices,maintenance,andcapitalimprovementprojects.TheExecutiveDirector for Human Resources oversees recruiting and personnel management. The Director of Communications and Community Engagement provides support for media relations, community relations and County partnerships; as well as, promotes the division through social media, traditional media, and community ties and also oversee the printing for the division. The FY 2015 division-wide chart by department function is below.

School Board

Superintendent

County Residents

Executive Administrative

Assistant

Clerk of the Board

Instruction Finance Strategic

Planning & School

Improvement Operations

Human Resources


Assistant Superintendent

Executive Director Director Executive

Director Executive Director Director




School BoardSpotsylvania County Public Schools (SCPS) are governed by seven elected School Board members. Members are elected on a staggered four-year term and one School Board member represents each of the county’s seven districts. BoardmembersselectaChairandaVice-Chairattheorganizationalmeetingatthebeginningofeveryfiscalyear.The School Board is charged by Virginia law and the regulations of the Virginia Board of Education to establish guidelines and rules that will ensure the proper administration of the county’s school programs.

Board Members for districts Chancellor, Livingston, Courtland, and Salem will be subject to re-election in November 2015.BoardmembersfortheBattlefield,Berkeley,andLeeHilldistrictswereelectedinNovemberof2013andareslated to serve a four-year term.

A listing of the School Board committee assignments is below.

Board Member Board Committee Assignments

Dr. James A. Meyer, Chair Courtland District

Calendar Committee, VSBA Delegate and Alternate, Career and Technical Advisory Committee (Alternate), Head Start

Fiscal and Policy Committee (Alternate), Joint Fleet Maintenance Steering Committee (Alternate)

Ray J. Lora – Vice-Chair

Livingston District

VSBA Delegate and Alternate, School Health Advisory

Board, Spotsylvania Education Foundation, Commonwealth Governor’s School Governing Board,

Student/Employee Wellness Advisory Committee (Alternate)

William M. Blaine, Jr.

Salem District

Career & Technical Center Advisory Committee,

Construction & Maintenance Change Order Committee, Finance & Audit Committee/Local Finance Board

Amanda M. Blalock

Lee Hill District

Joint Fleet Maintenance Steering Committee, School Food Service Task Force, Special Education Advisory Committee (Alternate), Commonwealth Governor’s School Governing

Board (Alternate)

Erin Grampp

Berkeley District

Construction & Maintenance Change Order Committee, Finance & Audit Committee/Local Finance Board, School

Health Advisory Board (Alternate)

Dawn A. Shelley

Chancellor District

School Food Service Task Force, Special Education Advisory

Committee

Baron Braswell

Battlefield District

Head Start Fiscal and Policy Committee, Student/Employee

Wellness Advisory Committee, Spotsylvania Education Foundation (Alternate)



Direction of the School DivisionTheschoolisonamissiontoimprovetheacademicachievementforallstudentsandtoachievesignificantmanagementefficienciesinalldepartments.TheseeffortshavebeensupportedbythreeStrategicPlanningefforts (in 2003, 2008, and 2012); the Gibson Consulting Group’s audit of the entire division which was completed in 2004; the MGT, Inc. audit of the special education program in 2009, and the Virginia Association ofSchoolSuperintendents(VASS)EfficiencyReviewoftheFinanceandHumanResourcesoperationsin2013. The recommendations and goals from these major initiatives have set the course for the success of the SchoolBoardandstaffinmakingmajorimprovementsinstudentachievementandsignificantincreasesindepartmentefficiencies.Theseeffortsandmanymorehaveenabledthedivisiontodevelopanorganizationalculture of high expectations and high achievement throughout the division. Division documents, which are madeavailabletoourcommunityyearly,updateandsupportwithquantifiabledatatheimprovementsbeingmade by the division. Overall, the School Superintendent is responsible for the day-to-day operations of the school division. A list of key FY 2015 administrative personnel is shown below.

Located in the Administrative Services Building:

•Dr.ScottBaker,Superintendent •Mrs.LaShahnGaines,ChiefFinancialOfficer •Mrs.CarolFlenard,AssistantSuperintendentofInstruction •Mr.DonaldUpperco,ExecutiveDirectorofOperations •Mrs.MichelleColbert,ExecutiveDirectorofHumanResources •Ms.ReneDaniels,DirectorofCommunications&CommunityEngagement •Mrs.MarciaStevens,DirectorofBudgetandPayroll •Ms.BarbaraStombock,DirectorofFinance •Mrs.SarahCalveric,DirectorofHumanResources •Mr.KeithWolfe,ExecutiveDirectorofSecondaryEducation&Leadership •Dr.DennisMartin,DirectorofStrategicPlanning&SchoolImprovement •Mrs.JenniferBelako,DirectorofTeaching&Learning •Ms.TedraRichardson,ExecutiveDirectoroftheOfficeofStudentSupportServices •Dr.JanisStreich,DirectorofGrowthandInnovation

Located in other Central Offices:

•Mr.ShawnHockaday,DirectorofMaintenance •Mr.KermitShaffer,DirectorofTransportation •Mr.CraigGreenlaw,DirectorofFleetServices •Mr.PeteZicari,AssistantDirectorofInstructionalTechnology •Ms.PatriciaSmith,DirectorofHealthServices



Budget Process and Management

The budget planning and formulation process is just one of the many SCPS short and long-range planning processes. At the center of all SCPS planning activities are the School Board’s goals, supplemented by school and student data on achievement. These items provide a frame-work for the school division’s operation for coming years. The annual budgetreflectstheplansofallschoolsanddepartmentstomeetdivisiongoals,anddescribestheresourcesneededto carry out those plans.

TheSchoolBoard’sadoptedbudgetisapprovedannuallyandreflectsongoingprogramsaswellasinitiativesforthe following year. Analysis of student and school achievement data is one on a regular basis by school staff in professionallearningcommunitiesandincollaborationwithcentralofficestaff,ExecutiveDirectorofK-12Curriculumand the Director of Testing and Evaluation. School improvement plans are required by SCPS and the Virginia Department of Education. The Adequate Yearly Progress (AYP) report, standards of accreditation requirements, and other student test and achievement data provide the framework for the school planning process.

Analysis of trends that affect SCPS costs and operations are conducted regularly in a variety of areas.CentralOfficeandschooladministratorsreportannuallytotheSchoolBoardandworkregularlywithstafftoprovideinput and feedback on SCPS operations.

Budget Assumptions Sincesalariesandfringebenefitsconstitutemorethanthree-quartersofbudgetexpenditures,theSuperintendentandtheAssistantSuperintendentforInstructioncarefullyreviewstaffingrequestsforbothinstructionalandnon-instructionalpositionsinrelationtothestaffingstandardsapprovedbytheSchoolBoard.ForFY2015,schools’anddepartment’s non-compensation budget lines were partially restored from prior year reductions.

Debt Service expenditures are determined based on the principal and interest payments required to meet debt obligations that are set forth in the school division’s bond amortization schedules.

The Food Service budget is formulated based on projected enrollments and trend data. Expenses for labor are predicated on the projected levels of participation in the breakfast and lunch programs converted into meals prepared per day to determine staff. Costs for food are estimated based on the number of meals to be provided. Revenue is based on projected sales to students and staff as well as estimated state and federal support for the school breakfast andlunchprograms.TheFoodServiceprogramisself-sufficientwiththeexceptionofasmalllocalappropriationcontributionthatisusedtofundhealthbenefitsforretiredSpotsylvaniaCountySchoolcafeteriaworkers.

The Fleet Service budget is formulated based on expenses for labor and parts based on prior trends and established customer base.

The Capital Improvement Plan (CIP) budget is adopted annually by the School Board. The CIP budget provides a five-yearprioritizedplanformajorfacilitychanges.Capitalexpendituresincludecostsforaprojectwherethetotalcost exceeds $50,000.

In addition to division-wide plans such as the annual and CIP budgets, there are many subsidiary areas that require detailed plans. Federal entitlement grants require detailed planning as part of the grant application process, such as the strategic plan, special education division plan, and technology plan. The Commonwealth of Virginia requires plans for talented and gifted, career and technical, and adult education programs.



Budget Strategy

TheFY2015SchoolBoardAdoptedBudgetwaspreparedwithsignificantincreaseinVRSandGLIcostsoffsetwithstate and local revenue increases. Overall, local boards and state education leaders must continue to deal with unfunded mandates and focus on the critical components of the education system, both in delivery and results, in ordertoensurethateachstudentisgivenaccesstotheeducationtheyareentitledtoasefficientlyandeffectivelyaspossible.

Community InvolvementThe Superintendent has a variety of advisory groups, such as the Parent Advisory Committee and the Budget Review Committee, that support planning. Over the past several years a concerted effort has been made to share budgetrelatedinformationwithemployees,parentsandthecommunity-at-large.Consequently,thefiscalyear2014School Board Approved Budget was compiled with input and feedback from a variety of stakeholders and key source documents, including:

•principals,teachersandstaff; •BudgetReviewCommitteemembers; •ParentAdvisoryCouncilmembers; •SpotsylvaniaEducationAssociation(SEA)officersandmembers; •citizeninputatpublichearings; •theschooldivision’s2008-2014StrategicPlan;and •theapproved2015-2019CapitalImprovementPlan.

Spotsylvania County’s FY 2014 Budget Advisory Committee consisted of approximately 45 members ranging from districtrepresentatives,at-largerepresentatives,parents,schoolprincipals,teachers,supportstaff,countyfinancestaff, school administrators, and business partners. The budget development process has always incorporated the contributions of stakeholders as essential in the success of all students.

However, the framework of the committee meetings for FY 2015 were enhanced to ensure all stakeholders had every opportunity to obtain desired information and to voice their comments/opinions/questions through the completion of group exercises. To accomplish this, the committee was split into focus groups to elicit dialogue and promote a higherlevelofthinkingtoproblemsolvethefinancialconstraintsfacingtheDivision.Inaddition,thenewframeworkincludedreviewingspecificinformationalareasoftheDivision’swebsite,includingSCORE(aninternalcommunicationresource) where all of the meeting materials were stored electronically. Through paperless budget meetings the schooldivisiongainedefficienciesandsavedonpaperandprintingcosts.

Overall, maintaining student achievement is the top priority and searching for unique ways to support this goal isinvaluabletoensurethatallstudentsaregivenaccesstotheeducationtheyareentitledtoasefficientlyandeffectively as possible. Given that this is not only a Spotsylvania County issue, but also a regional, state, and national crisis,findinguniquewaystoupholdthemissionofpreparingallstudentstoexcelinadynamicglobalsocietymaybedifficult,butattainable,whenallstakeholdersareinformedandinvolvedintheprocess.

Budget LevelsThebudgetprocessutilizedbySpotsylvaniaCountyPublicSchoolsentailsfivesteps:planning,preparation,adoption,implementation and evaluation.

The process is driven by two objectives:

(1) to provide every child in the school division with the best possible educational opportunities; and,

(2) to maximize the use of available resources.

Within this framework, the School Board balances the educational needs of students and the resources available to the school division from local, state, federal and other sources based on priorities.



Budget PlanningThe budget planning process starts in September when the School Board adopts the budget calendar. The calendar includes the dates, times and location of activities related to the budget development process. Once adopted, the calendar is emailed to all schools/departments and posted on the division’s website. Approval of the adopted budget normally takes place in May.

Budget CalendarTheSCPSfiscalyearrunsfromJuly1toJune30andcorrespondswiththeCountyofSpotsylvaniaandtheCommonwealthofVirginia’sfiscalyears.BecauseSCPSisafiscallydependententity,theSCPSbudgetcycleisdriven by statutory deadlines from the Commonwealth of Virginia and the County of Spotsylvania.

The Superintendent and/or her designee shall prepare a budget calendar identifying all deadlines for the annual budgetary process. The calendar shall include a work session for reviewing the budget and at least one public hearing on the budget. Notice of the time and place for the public hearing must be published at least ten (10) days in advance in a newspaper having general circulation within the school division. Notice is also placed on the internet under the division’s Finance department budget page. It will be the duty of the Superintendent to ensure that the school division is in compliance with all laws pertaining to the budget process. The FY 2015 approved budget calendar is shown below.

DATE DAY TIME EVENT DESCRIPTION

September 9, 2013 Monday 6:30 p.m. Regular Meeting/Presentation of Proposed School Budget Calendar

September 23, 2013 Monday 6:30 p.m. Regular Meeting

October 14, 2013 Monday 6:30 p.m. Regular Meeting

October 28, 2013 Monday 6:30 p.m. Regular Meeting

November 7, 2013 Thursday 5:30 p.m. Pre-budget Discussion by School Board/Budget Work SessionPresentation of Proposed Capital Improvement Plan

November 11, 2013 Monday 6:30 p.m. Regular Meeting

November 25, 2013 Monday 6:30 p.m. Regular Meeting/Pre-budget Public Hearing (Board Room)School Board Approves Capital Improvement Plan

November 26, 2013 Tuesday 6:00 p.m. Joint Work Sesson with BOS: FY 2013 CAFR Audit Results

December 9, 2013 Monday 6:30 p.m. Regular Meeting

January 13, 2014 Monday 6:30 p.m. Regular Meeting

January 21, 2014 Tuesday 6:30 p.m. Special Board MeetingSuperintendent Presents Proposed FY 2015 Budget to School Board

January 23, 2014 Thursday 5:30 p.m. School Board Budget Work Session ( Wed., January 22 from 4p.m. to 5:30 p.m.)

January 27, 2014 Monday 6:30 p.m. Regular Board Meeting/Public Hearing (Board Room)

January 30, 2014 Thursday 5:30 p.m. School Board Budget Work Session ( Mon., January 27 from 4p.m. to 5:30 p.m.)

February 10, 2014 Monday 6:30 p.m. Regular Board Meeting/School Board Approves FY 2015 School Board Budget

February 18, 2014 Tuesday 6:00 p.m. Presentation of School Board Budget to BOS (Holbert Building)

February 24, 2014 Monday 6:30 p.m. Regular Board Meeting

February 25, 2014 Tuesday 6:00 p.m. BOS Work Session: Tax rate advertisement decision (Holbert Buidling)

March 10, 2014 Monday 6:30 p.m. Regular Meeting

March 24, 2014 Monday 6:30 p.m. Regular Meeting

March 25, 2014 Tuesday 6:00 p.m. Joint Work Session with the Board of Supervisors (Holbert Building)

April 3, 2014 Thursday 6:30 p.m. BOS Budget, CIP, Tax Rate Public Hearing (Courtland High)

April 14, 2014 Monday 6:30 p.m. Regular Meeting

April 15, 2014 Tuesday 3:00 p.m. BOS Adopt FY 2015 Budget, CIP and tax rate

April 17, 2014 Thursday 5:30 p.m. School Board Budget Work Session (Wed., April 16 from 4p.m. to 5:30 p.m.)

April 28, 2014 Monday 6:30 p.m. Regular Meeting

May 1, 2014 Thursday 5:30 p.m. School Board Budget Work Session ( Mon., May 5 from 5:30 p.m to 7:00 p.m.)

May 12, 2014 Monday 6:30 p.m. Regular Meeting/School Board Adopts the FY 2015 Budget

Spotsylvania County SchoolsSCHOOL BOARD ADOPTED BUDGET CALENDAR

Fiscal Year 2015



Budget Preparation The preparation of the budget is the process of projecting student enrollment, estimating expenditure needs to support schools, programs, and services and projecting available revenues. In addition, the impact of future capital projects is considered in the development of the operating budget.

TheprocessbeginswhentheExecutiveDirectorofOperationsprovidesafive-yearforecastofstudentenrollmenttotheChiefFinancialOfficerandtheDirectorofFinance.School-basednon-compensationtargets,instructionalstaffingallocations and per pupil expenditures for operations are based on the forecasted student enrollment.

InNovember,thefirstBudgetAdvisoryCommitteemeetingisheldattheAdministrativeServicesbuilding.Duringthebudgetdevelopmentprocess,approximatelyfourtofivecommitteemeetingsareheld.PriortoDecember,theSuperintendent and her leadership team perform a top-down review of the school division’s budget to determine whatadjustmentsshouldberecommendedtotheSchoolBoard.Sincesalariesandfringebenefitsconstituteapproximately three-quarters of budget expenditures, the Superintendent and the Assistant Superintendent for Instructioncarefullyreviewthedivision’sstaffingstandardsforbothinstructionalandnon-instructionalpositions.The Debt Service expenditures are determined based on the principal and interest payments required to meet debt obligations that are set forth in the school division’s bond amortization schedules.

In late December/early January, based on input from various sources, including the Budget Advisory Committee, theSuperintendentinformstheChiefFinancialOfficerandtheAccountingManagerwhichadjustmentstoincludeintheSchoolBoardRecommendedBudget.Thefinaladoptedbudgetreflectsabudgetwheretherevenuesandexpenditures match. This is a balanced budget.

Budget Adoption, Implementation and EvaluationThe budget of the school division for the next year is recommended at a School Board meeting in January by the Superintendent. February through April, the Board considers the budget and provides for public input and comment on the operating budget to fund the school division’s educational programs and services.

The School Board participates in a joint work session with the governing board prior to April. The governing board adoptsthetaxrateandthebudgetpriortoMay.FinalpassageoftheSchoolBoard’sbudgetoccursinMay.Thefinalstepinthebudgetprocessistheevaluationofthebudget.Theresultsofoperationsforthefiscalyeararesetforthannually in the County’s and school division’s combined Comprehensive Annual Financial Report (CAFR).

Preparation of the Capital Improvement Plan (CIP) BudgetThe Capital Improvement Plan (CIP) is a capital budget and planning document prepared annually for Spotsylvania CountyPublicSchools.TheCIPisdevelopedasabudgetingdocumentcoveringthefive-yearperiod(upcomingfiscalyear+fouryears),whichmovesoutoneyear,eachyear.AstheCIPisreviewedandupdatedonanannualbasis,longrangeplanscanandwillbeadjustedtoreflectchangesincountydemographics,circumstances,prioritiesand/or educational mandates.

The CIP provides a forecast by which facilities required to support Spotsylvania County Public Schools are planned, financedandconstructed.Asaplanningtool,theCIPaddressesneedsfornewschools,includingnecessarylandacquisition, as well as renovations and/or additions to existing school facilities. The capital projects included in the CIP are based on educational program requirements, School Board approved educational policy standards, and the adequacy of existing facilities to accommodate present and proposed educational programs. Student enrollment and countypopulationtrendsinfluenceprojectrecommendations.

Each fall, a CIP is prepared by the Superintendent’s staff then reviewed and adopted by the Spotsylvania County School Board. Following the School Board’s adoption of a CIP for Spotsylvania County Public Schools, the CIP is forwarded to the County Administrator for inclusion in the County’s Capital Improvement Plan. The Spotsylvania CountyBoardofSupervisorsfinalizesfundingappropriationinthespringofeachcalendaryear.



Budgetary and Accounting PoliciesLegal AuthoritySpotsylvania County Public Schools (SCPS) are legally charged with providing and operating the public schools of Spotsylvania County by the Commonwealth of Virginia and the regulations of the Virginia Board of Education. It is the function of the Spotsylvania County School Board (SCPSB) to set general policy, and within the framework of Virginia Board of Education regulations, to establish guidelines and rules that will ensure the proper administration of the school program. Spotsylvania County Public Schools does not have taxation authority. Most operating revenue is derived from local tax dollars appropriated by the County of Spotsylvania with the remaining revenue derived from state and local sources. Capital Improvement Plan funds are allocated by the County of Spotsylvania from bond funding. The School Board is responsible for establishing policy for the governance and operation of Spotsylvania County Public Schools. All budgets are developed using a variety of assumptions based on expectations for the future.Inaddition,fundingdecisionsreflectpoliciesofthegoverningbody.

Budget ExecutionBudgetadministrationandmanagementistheprocessofmonitoringrevenuesandexpendituresthroughoutthefiscalyear. Revenues are monitored to ensure that anticipated receipts are posted and to make adjustments in the revenue accounts when either the revenue budget or the actual receipts do not agree. Expenditures are monitored to ensure that they do not exceed authorized amounts and that they are expended for intended, appropriate and legal purposes. Monitoring both revenues and expenditures on summary levels is a continuous activity of the Finance Department.

Fund AccountingGovernmental resources are allocated and accounted for in individual funds based on the purposes for which they are to be spent and the means by which spending activities are controlled. SCPS accounts are organized on this fund basis. Each fund is considered a separate set of self-balancing accounts that constitute its assets, liabilities, fund equity, revenues, and expenditures or expenses, as appropriate. All funds are appropriated by the Board of Supervisors.

Budgetary BasisAnnual budgets are adopted for all funds including capital programs. The Capital Improvement Plan is budgeted onaproject-by-projectbasiswhichspansmultiplefiscalyears.AllbudgetsareconsistentwithGASBandGAAPrequirements. The budget period is the same as the accounting reporting period. The budget document contains fund statements for all school funds. Basis of Budgeting is presented here to assist readers of the budget document. BudgetaryBasisreferstothebasisofaccountingusedtoestimatefinancingsourcesandusesinthebudget.ModifiedAccrual Basis indicates expenditures, other than accrued interest on general long-term debt, are recorded at the time liabilities are incurred, and revenues are recorded when they become susceptible to accrual, that is both measurable and available. Accrual Basis indicates revenues are recorded when they are earned (whether or not cash is received at the time) and expenditures are recorded when goods and services are received.

Revenue BudgetsRevenue budgets are presented for each fund. The Revenue Fund Summary presents major categorical listings or totals for each fund. The school division receives revenues from federal, state, and county sources as well as fromfeesandtuitionpaymentsforsomespecificprogramssuchassummerschoolandadulteducation.RevenueestimatesforthefiscalyeararecompletedthroughcooperationoftheFinanceDepartmentandappropriatedepartmentpersonnel.Grantprogramsareresponsibleforestimatingfiscalyeargrantamountsforanticipatedrevenues and expenditures.

Most federal and state revenues are received via electronic transfers; the county fund transfer is posted monthly by the county, and other revenues are received by check or cash and are posted on a daily basis by Finance Department personnel.Afterrecordingallreceipts,theyareforwardedtothecountygovernment’sfinancedepartmentforpostinganddeposit.Reconciliationofrevenuereceiptswiththecounty’sfinancialreportingsystemisdoneonamonthlybasis, and any required adjustments are completed. Requests for adjustments to the revenue budget are processed in accordance with guidelines determined by School Board policy.



Expenditure BudgetsWithin each of the funds are individual department budgets. Departments are individual schools, centrally administeredinstructionalprograms,andcentralofficedepartments.Departmentbudgetsarepresentedindividuallyby object codes, line item historical expenditures and budgeted amounts which detail the purpose for which the expenditures are planned. Each department has on-line access to budget and expense data necessary for the day-to-day management of the department’s budget. Expenditure reports are generated on a daily basis and are available to individual agencies through an on-line general ledger system. Department administrators may reallocate budgeted non-positionfundswithintheirauthority(schoolsorcentralofficedepartments)manualpaperbudgettransfers.Theseintra-departmentbudgetallocationsareapprovedordeniedbytheChiefFinancialOfficerorotherseniorfinancemanagerbaseduponguidelinesdeterminedbytheChiefFinancialOfficer.RequestedreallocationsaresubmittedinwritingtotheFinanceOfficeforreview,approvalandprocessing.

Encumbrance Control PracticesTheencumbranceoffundsisanotherimportantcomponentintheSCPSfinancialcontrolsystem.Allexpendituresmust have funds set-aside (encumbered) to ensure that funds will be available when payment is due. The encumbrance process is an important control measure to prevent the inadvertent over-expenditure of budget appropriations due to lack of information about future commitments.

Expenditure Controls and ApprovalThe budget is controlled at a certain legal as well as administrative level. The legal level is placed at the individual fund. The administrative level is at the detailed account code. Program managers with authority to expend funds and responsibilityformonitoringtheefficientandappropriateexpenditureoffundsaredesignatedthroughthedepartmentdesignation in the account code structure. A hierarchy of department codes, corresponding to the organizational structure of the school division, provides for multiple levels of oversight. Program managers are authorized to spend within SCPS guidelines and in accordance with the Virginia Public Procurement Act.

Mostnon-compensationexpendituresaredoneviapurchaseorder.Allpurchaseordersareverifiedbythedepartment or school administrator for the availability of funds and proper coding. The Finance Director also ensures that all orders are in compliance with legal purchasing requirements and all purchase orders are properly coded. Controloverunspentbalancesintheregular(contractedposition)salaryandbenefitaccountsaretransferredtounencumberedaccounts.Savingsfromtheseaccountsaccruetothedivisionasawholeandnottoanyspecificdepartment.

Basis of AccountingAllfundsarereportedusingthemodifiedaccrualbasisofaccounting.SCPS’primarysourcesofrevenuearefundsappropriatedbyothergovernmentalunits.Underthemodifiedaccrualbasisofaccounting,theserevenuesarerecognized when susceptible to accrual or both “measurable and available.” SCPS considers all revenues available if they are collectible within 60 days after year-end. Expenditures are recorded when the liability is incurred, except for certain compensated absences and workers compensation.

Carryover FundsUnspent local funds must be approved by the School Board and re-appropriated by the Board of Supervisors.



School Board Financial Policies

Annual BudgetTheSpotsylvaniaCountySchoolBoardannualschool’sbudgetisthefinancialoutlineofthedivision’seducationprogram.Itpresentsaproposedplanofexpendituresandtheexpectedmeansoffinancingthoseexpenditures.Afteradoption, it provides the primary means of managing expenditures. The Superintendent is responsible for ensuring that theannualschoolbudgetispreparedandpresentedtotheBoardforadoption.Theannualbudgetwillreflectestimatedrevenues, sources of these revenues, estimated expenditures, and the planned amounts which may be spent under each account code. The School Board’s Adopted budget will be submitted by April 1 to the governing body.

Approval of the BudgetOn or before April 1, the School Board shall act to approve (with or without revision) the division superintendent’s budget (Level 3) and shall forward it to the Spotsylvania County Board of Supervisors. Included with this budget shall be a message from the School Board Chair containing a description of the important features of the budget plan, an explanation of all salient changes in estimated receipts and recommended expenditures as compared with the current andprecedingfiscalyearsandasummaryoftheproposedbudgetshowingthesecomparisons.FollowingactionbytheSpotsylvaniaCountyBoardofSupervisorsonthetotalbudget,theBoardshallgivefinalapprovaltothebudget(Level 4) within the framework of the funds available.

Management of FundsThe Superintendent and/or her designee shall be responsible for administering the division’s budget in accordance with Board policies and applicable state and federal regulations, and laws; therefore, the Superintendent and/or her designeewilluseappropriatefiscalplanningandmanagementmethods,modeledafterthebestacceptedbusinesspractices and directed toward the educational goals of the division.

If the governing body approves the School Board budget by total expenditures, funds may be transferred by the SchoolBoardfromonecategorytoanother.IffundsareappropriatedtotheSchoolBoardbymajorclassifications,nofundsshallbeexpendedbytheSchoolBoardexceptinaccordancewithsuchclassificationswithouttheconsentofthe governing body appropriating the funds. The Superintendent may be authorized by the School Board to make line item transfers within a category. The School Board shall manage and control the funds made available to the School Board for the public schools and may incur costs and expenses.

Financial AccountingThe Superintendent will establish and be responsible for an appropriate system of accounting for all school funds in compliance with applicable federal, state and local laws. This system will present fairly and with full disclosure the financialpositionofthesefundsinconformitywithgenerallyacceptedaccountingprinciplesandissubjecttoaudit.TheSchoolBoardwillreceiveroutinefinancialstatements,includingstatementsofrevenuesandexpenditures,showingthefinancialconditionofthedivisionasofthelastdayoftheprecedingmonth.TheSuperintendentwillpresentadditionalfinancialreportsasperiodicallydeemednecessarybytheSchoolBoard.

Accounting SystemsSchool activities accounts shall be those funds derived from extra-curricular school activities, such as entertainment, athletic contests, club dues, etc., and from any and all activities of the school involving school personnel (known as faculty and hospitality accounts), students or property. Each principal shall be responsible for assuring that accurate and complete records and proper procedures of school activities funds are maintained. The principal has the responsibility to establish and administer an appropriate bank account with the approval of the superintendent and/or designee. All monies handled by teachers and sponsors in the performance of their duties shall be deposited immediately with the principal or the designated person. The record of all receipts and disbursements will be kept in accordance with the District-Wide School Activity Fund (SAF) Accounting Manual.



School Food Service AccountsThe Spotsylvania County Public Schools’ food service program shall be maintained on a self-sustaining basis. In the event that funds for the operation of the program appear to be insufficient during the fiscal year, the Spotsylvania County School Board may allocate such funds as are necessary to sustain the current program. All cafeteria funds will be reported as a separate fund and held in separate interest bearing bank accounts.

Capital Improvement Program AccountsThe School Board shall prepare annually a five-year capital improvement program and submit it to the Board of Supervisors.

Financial ReportingThe School Board has the sole responsibility for determining the expenditure of funds derived from the sale of school bonds. The Board of Supervisors may temporarily invest the funds until they are needed for the school projects. The School Board requires a monthly financial report for all funds, showing revenues and expenditures at the major and subsidiary object level. Monthly detail and summary reports of all expenditures are provided to all SCPS senior administrators. Monthly vacancy reports are sent to the Superintendent. Grant financial and performance reports are prepared subject to the detailed grant management requirements from the grantor agency. The Commonwealth of Virginia also has a number of reporting requirements, from the Annual School Report on all division expenditures to program specific reports such as homebound teacher costs. Funds for capital improvements shall be kept separate from other operating funds. Capital improvement projects are funded by the following sources:

A. General Obligation Bonds – The sale of general obligation bonds shall conform to the statutory requirements as specified in the Public Finance Act of the Code of Virginia.B. Temporary Loans – The School Board, with the consent of the Board of Supervisors, may borrow funds on a temporary basis as provided in the Public Finance Act.C. Literary Fund – The School Board may borrow funds from the Literary Fund without public referendum but with the consent of the Board of Supervisors.D. Virginia Public School Authority – The School Board may borrow funds from the Virginia Public School Authority without public referendum but with the consent of the Board of Supervisors.

Fund StructureThe Spotsylvania County School Division maintains distinct funds in order to account for financial transactions that remain separate from other transactions. The school division maintains six (6) separate funds:

• The Commonwealth Governor’s School – Provides gifted and highly motivated high school students a challenging academic program study. • Juvenile Detention Center – Provides detained youth the quality instruction and skills necessary to transition from the program into their regular school. • School Food Service Program – Provides breakfast and lunch to students and staff. • Regional Adult Education Program – Provides services for adults who require assistance in basic literacy skills, GED test preparation, and/or English language. • Regular Education Operating Fund – Provides for the day-to-day operation of the school division and debt service payments. • Fleet Maintenance – Provides for the day-to-day operations of the Joint Fleet Maintenance Facility with the County and includes only-fee based revenues.

Revenue accounts are also charted according to source:200 – State Sales Tax300 – State Funds400 – Federal Funds500 – County Funds700 – Other Funds800 – Loans, Bonds and Interest



Expense CategoriesThe expenditure accounts are divided according to function/sub-function as prescribed by the auditor of public accounts. In order to record transactions, expenditures are also charted according to cost center, program, and project and object code. Each element is defined in the chart of accounts. It is the responsibility of the immediate supervisor to review the accounts for which he/she is responsible to ensure that the expenditures are properly recorded according to each account element.

The major categories of expenditures are as follows: 1000 – Instruction2000 – Administration, Attendance and Health3000 – Pupil Transportation Services4000 – Operation and Maintenance Services5000 – School Food Services6000 – Facilities/Educational Technology7000 – Debt Service and Fund Transfers8000 – Contingency Reserve

The cost centers are divided into the following areas:000 – Grades K-12200 – Elementary300 – High School500 – Middle School

Programs are defined as:000 – Program K-12100 – Regular Education Programs200 – Special Education Programs300 – Career and Technical Education Programs400 – Gifted and Talented Programs500 – Other Educational Programs600 – Summer School700 – Adult Education800 – Non-Regular Day School900 – Non-Local Educational Authority (LEA) Programs

Projects are defined as:000 – Projects K-12100 – Local Projects200 – State Projects400 – Federal Projects



Expense Categories (continued)

Generic Object Codes are summarized into the following areas:

1000 – Personnel Services:Includes all compensation paid for the direct labor of persons in the employment of local government. Salaries and wages paid to employees for full and part-time work, including overtime and similar compensation.

2000 – Employee BenefitsIncludes job-related benefits provided to employees as part of their total compensation. Fringe benefits include the employer’s portion of FICA, pensions, insurance (e.g. life, health, disability income, etc.) and employee allowances.

3000 – Purchased ServicesIncludes services acquired from outside sources (e.g. training and lease/rentals, etc.) on a fee basis or fixed-time contract basis.

4000 – Internal ServicesIncludes charges from an internal service fund to other activities/elements of the local government.

5000 – Other ChargesIncludes expenditures that support the use of technology applications and programs (e.g., utilities, travel, insurance, office phone charges, etc.).

6000 – Materials and SuppliesIncludes articles and commodities that are consumed or materially altered when used and minor equipment that is not capitalized.

7000 – Payment to Joint OperationsIncludes tuition payments to fiscal agent for operations that are jointly operated by two or more local governments.

8000 – Capital OutlayIncludes expenditures for outlays that result in the acquisition of or addition to fixed assets. Capital outlay includes the purchase of fixed assets, both replacement and/or additional.

9000 – Other Uses of FundsUsed to classify transactions that are not properly recorded as expenditures to the school division but requires budgetary or accounting control.



Guidelines for Use of Instructional Accounts1. Funds are allocated by the school division by way of instructional accounts to support instruction. Expenditures shall be recorded in the appropriate account; i.e., supplies in a ‘6000’ account; purchased services in a ‘3000’ account and capital outlay in a ‘8000’ account.

2. Schools and departments shall take care in recording replacement equipment in the ‘8100’ account and new additions to inventory in the ‘8200’ account.

3. Neither school instructional funds nor school activity funds shall be expended for building improvements. Building improvement expenditures are reserved for the maintenance department or capital building improvement budgets.

4. School principals shall maintain the intent and integrity of the instructional accounts; i.e., special education funds shall be expended for special education purposes; career and technical funding for vocational projects; remedial and gifted/talented for their respective purposes.

5. School bond proceeds (Virginia Public School Authority Funds) shall only be expended for capital outlay additions that are classified as durable and have a life of 10 years or more.

6. School Activity Funds include both student activity funds and faculty generated funds. Student Activity Funds shall only be expended for student materials or activities and shall not be expended for staff refreshments or meals unless initiated and authorized by student organizations. However, faculty funds and hospitality funds raised by staff through dues, donations, etc. can be expended for staff at the discretion of principals.

Reporting Per Pupil CostsEach parent, guardian or other person having control or charge of a child enrolled in the Spotsylvania County Public School Division shall be notified of the estimated per pupil cost for public education in the school division for the coming year.

Such notification shall be printed on a form prescribed by the State Board of Education and shall comply with Section 22.1-92(A) of the Code of Virginia. The per pupil data is as follows:

CURRENT YEAR NEXT YEARLOCAL DIVISION LOCAL DIVISION LOCAL DIVISION

FY 13 Actual

FY 14 Adopted

FY 15 Adopted

4,100 4,172 4,279 988 1,030 1,013 694 543 543

4,046 4,205 4,331 TOTAL 9,828 9,950 10,165 *Operations include regular day school, school food services, summer school, adult education, and other educational programs, but do not include facilities, debt service, and capital additions.

FEDERAL FUNDSLOCAL FUNDS

PER PUPIL EXPENDITURESAVERAGE PER PUPIL EXPENDITURES FOR OPERATIONS*

PREVIOUS YEAR

SOURCES OF FINANCIAL SUPPORTSTATE FUNDSSALES AND USE TAX



PurchasingThe School Board shall abide by all applicable provisions of the Virginia Public Procurement Act.

The School Board shall have the authority to accept other than the lowest bid in circumstances permitted by the Virginia Public Procurement Act, and the Superintendent shall be prepared to report to the School Board in writing the reasons why the lowest bid was not recommended.

In case of emergency, contract may be awarded without competitive sealed bidding or competitive negotiation. The Superintendent shall document in writing the reason for believing an emergency exists and make a full report concerning the emergency contract at the next scheduled School Board meeting.

Internal ControlsThe Superintendent and/or her designee, shall establish appropriate procedures for internal accounting controls.

The budget is a resource allocation and policy document. It incorporates the best estimate of the school division’s revenues and expenditures for the next fiscal year based on a snapshot of current fiscal year revenue and expenditures. These are modified to reflect changes in plans, priorities, and trends in enrollment and economic environment.

The Code of Virginia requires each Superintendent to prepare a budget that estimates the amount of money needed during the coming year to support the public schools. The Superintendent is required to submit a budget that reflects the needs of the school division. It is then the responsibility of the School Board to balance the needs of the school division with the considerations of the economic and political environment.

The budget provides a framework for measuring and monitoring expenditures. Throughout the year, actual spending is compared with the budget in each organizational and programmatic area. The comparison can provide a measure of a manager’s effectiveness and also help ensure that funds are used for their intended purpose.

Throughout the budget process, the School Board will direct staff to survey staff, parents and Budget Review Committee members to obtain their feedback.

Account Codes Within each fund, every transaction is designated as either a revenue or expenditure activity and is assigned an 18-digit account code that provides significant reporting capability. The major units of the SCPS expenditure account code structure are shown below. The SCPS code structure is based on the Commonwealth of Virginia’s chart of accounts.

The fund code identifies the location of the activity. These codes cover all distinct physical locations in SCPS, including both school and administrative sites.

The function code defines what type of activity is occurring with the transaction. Examples of function areas are classroom instruction, social work services, improvement of instruction, homebound instruction, testing services, fiscal services, human resources, vehicle operation, building operation and maintenance, to cite just a few of the available function codes.

The cost center code identifies the revenue or expenditure as an elementary, secondary, or administrative activity.

The object code identifies the actual good or service purchased. Object codes are grouped into major categories shown below, with numerous subsidiary detailed codes.

The program code consists of six major areas plus detailed sub-programs. The major units are instruction, administration, attendance and health, transportation, maintenance, technology, and the other system-wide operations such as food services and fleet management.

The project code identifies the source of funds for the activity. This could be the operating fund, or in the case of the Grants and Special Fund, the specific grant that is involved.



Object Descriptions

The budget detail pages contain expenditure descriptions corresponding to the object groups below.

Personnel Accounts

1000 Compensation Major groupings within the compensation codes are:

Administrative: Salaries paid to administrators for full-time and part-time work. Administrators include principals, assistant principals, directors, supervisors, coordinators, managers, etc.

Classroom Instruction: Salaries and wages paid to classroom teachers for full-time and part-time work. Classroom teachers include K-12, core and elective, reading, special education, ESL, dual language, talented and gifted, focus, and alternative education teachers.

Professional Support: Salaries and wages paid to support teachers and other teacher-scale positions for full-time and part-time work. Support positions include library media specialists, guidance counselors, social workers, technology resource teachers, nurses, psychologists, and curriculum specialists.

Support: Salaries and wages paid to clerical, technical, custodial, and maintenance staff for full-time and part-time work. Support staff includes paraeducators, administrative assistants, security monitors, bus drivers and monitors, custodians, building engineers, etc.

Overtime: Compensation to non-exempt employees for hours worked in excess of 40 hours per week.

Non-Contracted Pay: Compensation to non-contract employees for hours worked. Timesheets are submitted to document hours worked.

Substitute Pay: Compensation for non-contract part-time employees who perform the work of regular full or part-time employees who are absent. Substitutes may also fill full-time positions on a temporary basis.

Supplemental Pay: Compensation to full-time and part-time regular employees for work performed outside of the scope of their full-time position. This compensation may include such pay as shift-premiums, incentives, and extra duty stipends.

2000 BenefitsJob related benefits provided to employees as part of their total compensation. Fringe benefits include the employer’s portion of FICA, retirement, insurance (health, life and disability income, etc.) and employee allowances.



Non-Personnel Accounts

3000 Purchased ServicesServices acquired from outside sources (i.e., private vendors, public authorities, or other governmental entities, including tuition payments to other school divisions for the education of students with disabilities). Purchase of the service is based on a fee basis or fixed time contract basis. Payments for rentals and utilities are not included in this account description.

4000 Internal ServicesCharges from one department of SCPS to another for items such as food service, field trips, and printing activities.

5000 Other ChargesExpenditures to support program operations (e.g., utilities, travel, insurance, phone charges, postage, lease/rentals).

6000 Materials and SuppliesArticles and commodities, including textbooks, that are consumed or materially altered when used and minor equipment that is not capitalized.

7000 Payment to Joint OperationsIncludes tuition payments to fiscal agent for operations that are jointly operated by two or more local governments.

8000 Capital OutlayOutlays that result in the acquisition of or additions to fixed assets with a unit purchase price greater than $5,000. Capital outlay includes the purchase of replacement or additional fixed assets with a unit purchase price greater than $5,000.

9000 Other Uses of FundsThis series of codes is used to record debt services activity, fund transfers and holdback funding.



Significant Process, Policy and Practice Changes

Based on legislation approved by the General Assembly for the 2012 - 2014 Biennial budget, the School Board elected to have its employees pay the 5% employee VRS share instead of implementing a phased in approach effective July 1, 2013. As such, employees below the director level received a 5.8% offsetting pay raise and employees at the director level and above received a 5% offsetting pay raise.

Several years ago, the School Board implemented career incentive stipends for teachers on steps 0 to 5 in order to strengthen the lower end of the teacher pay scale and improve recruiting efforts. This stipend was routinely paid in August. Since FY 2009, the School Board refrained from awarding step increases due to the downturn in the economy. Thus, each year the career incentive stipends were reduced to ensure a brand new teacher hired would not be compensated at a higher pay than a teacher with one year of experience. Also, incentives remained with those teachers who were on steps 0 to 5 to ensure that they received the same salary as in previous years when steps were frozen. Therefore, for FY11, teachers with up to eight years of experience received a career incentive in August 2010.

After much deliberation, the School Board made a decision to revise the teacher pay scales for FY 2012, which included embedding the career incentives into the teacher pay scale and converting from steps to years of experience. As a result, 730 employees on the teacher pay scales will receive a higher Virginia Retirement System (VRS) contribution because the current career incentive pay is not VRS creditable. Also, the same 730 employees on the teacher pay scales will receive a higher monthly gross pay since tax withholdings will be based on their regular tax withholdings and not the high federal/state flat tax rate.

Effective July 1, 2011, pay scales for teachers reflect years of service. Pay scales for all employees are included in the Supplemental Information section of this document.

Addition of a Third Health Insurance Plan to Address Rising Costs

For many years the school division offered two health insurance plans to employees. The current plan names are KeyCare Expanded (high option plan) and KeyCare 500 (low option plan). With the new Affordable Care Act, by 2018 all school districts who continue to offer robust benefit plan designs will be accessed a 40% tax rate. Also, coupled with the continuous rise in health care costs, many school divisions are being forced to identify creative ways for reducing costs. Thus, as a part of the division’s strategy to address rising costs and forthcoming federal requirements, a mid option health insurance plan was implemented entitled KeyCare 200.

Changes Related to the Virginia Retirement System Hybrid Retirement Plan and Virginia Local Disability Program (or Comparable Employer Sponsored Plan)

The General Assembly established a third retirement plan under the Virginia Retirement System called the Hybrid Retirement Plan. The new Hybrid Retirement Plan will apply to new members hired on or after January 1, 2014. Also, the new Hybrid Retirement Plan does not provide a disability retirement provision; thus, VRS created a program entitled Virginia Local Disability Program (VLDP). Current VRS Plan 1 and Plan 2 members may make an irrevocable decision to opt into the new Hybrid Retirement Plan during the election window of January 1, 2014 to April 30, 2014. The division opted out of the Virginia Local Disability Program (VLDP) due to fiscal and contractual reasons; therefore, it is required to provide a comparable employer-paid disability plan for employees.



Strategic PlanIn June 2013, the School Board approved the revised Six-Year Strategic Plan which continues to underscore the School Board’s and administration’s committment to improving student achievement while using cutting edge technology. Listed below are highlights from the division’s updated strategic plan.

Mission StatementTogether-we prepare our students for their future.

Vision StatementSpotsylvania County Schools is a leading school division that inspires and empowers all studentsto become creative thinkers, problem solvers, and effective communicators by:

• Ensuring an engaging and supportive learning environment. • Providing a broad spectrum of innovative opportunities. • Cultivating lasting partnerships with the community to educate students.

Core Value Statements1. STUDENT CENTERED We provide all students with the essential learning experiences that enable them to optimize their success with postsecondary experiences.2. LEADERSHIP We commit to building visionary leaders who embrace change and new possibilities.3. ACCOUNTABILITY We provide quality services to students, use resources efficiently and engage the community as viable partners.4. CULTURAL PROFICIENCY We exhibit attitudes, skills, behaviors, and organizational practices that support the interests of a diverse population.5. EXCELLENCE We pursue the highest standards of organizational performance and academic achievement through innovative, research based practices.6. EFFECTIVE COMMUNICATION We support and utilize a variety of communication methods to connect parents, staff and the entire community.7. TEAMWORK We depend upon and are accountable to one another to achieve our common purpose.8. CITIZENSHIP We believe in honor, integrity, and are responsible to serve the community. The strategic plan has guided Spotsylvania County Public Schools’ budget development and decision-making processes.

Strategic Goals

GOAL 1.0 TEACHING & LEARNING All students will graduate college and career ready.

GOAL 2.0 COMMUNITY ENGAGEMENT & PARTNERSHIPS Family, students, staff and the entire community actively engage to seek resources and to develop opportunities that meet future educational challenges and workforce needs.

GOAL 3.0 ORGANIZATIONAL CLIMATES & SCHOOL SAFETYThe learning and working environment is safe, caring, healthy, and values diversity.



Strategic Plan (Continued)

Overall, the division’s revised strategic plan was developed and designed to provide a 21st century education for all Spotsylvania students, using contemporary technologies in concert with the academic standards to ensure no child is left behind. By teaching 21st century skills, SCPS students will be proficient in contemporary technologies that will prepare them for higher education and the 21st century workplace. Spotsylvania County Public Schools believes that all students can learn and it is our responsibility to assist all students with reaching their fullest potential.


A Strategic Plan For Continuous Improvement

2008 - 2014

Preparing All Students To Excel In A Dynamic Global Society

Note: The remainder of this Organizational Section includes the detail of the school division’s Six-Year Strategic Plan.

for fiscal years 2008-2014. A similar document is in the process of being completed for the revised plan

dated 2014 through 2019.


INTRODUCTION

This Strategic Plan defines the purpose of Spotsylvania County Schools (SCS) and establishes realistic goals and strategies consistent with the mission and vision of the school division. This plan provides a base from which progress can be measured and it is a mechanism for informed change to use when needed to maintain high quality curriculum, instruction, and assessment. In the fall of 2007 a strategic planning team, made up of administrators, teachers, students, parents, and business representatives, was convened by the Superintendent and the School Board. The team engaged in a deliberate and thoughtful process to develop the goals and strategies presented in this plan. This process included interviews with individuals about the current and future direction of the school system, the administration of a comprehensive survey of parents’ perceptions of the effectiveness of SCS, a study of the data related to school reform efforts, and performance and achievement data. Information regarding the economy and the demographics of Spotsylvania County was included in the process. As a result of the process the following key areas, from which the Strategic Plan would be developed, were identified:

• Effective Instructional Services • Positive and Effective Learning Environment • Parent Engagement and Dynamic Community Partnerships • Supportive Organizational Structure

CURRENT RESEARCH The competition of a global economy, the proliferation of computer technologies, and the growth of decentralized work organizations, increase the need for an educated workforce with higher levels of initial skills and greater ability for thinking analytically and continuous learning. Population demographics are creating new demands for different approaches to teaching and learning. To keep pace with and stay ahead of these changes, an individual’s knowledge becomes his/her key asset. New evidence about best approaches to teaching and learning, the Virginia Standards of Learning, and the new global economy creates both an opportunity and a set of challenges for the school system. Over the past several years, the economic landscape has changed from unprecedented good times to uncertainty. There is an opportunity is to thrive financially and to increase resources while we enhance the quality of the community through education. The challenge is to catalyze change within the organization to ensure an integrated approach to teaching, learning and quality improvement. We have taken the time to think systemically about how to develop a system of engaged and authentic learning and education for all. Recent brain research shows that people learn by making sense of information, by producing knowledge, by making connections, and by learning in a real context. Developmental psychology tells us that young people are fragile and need to be nurtured to thrive. Research on gangs tells us that young people need to feel a part of a culture, part of something larger than them. Learning theory asserts the value of hands-on experiences.


Recent school reform efforts are looking to research on the brain and learning to identify what practices can be expected to enhance student performance. According to recent research by the National Research Council on how people learn (Bransford, Brown, & Cocking, 1999), effective learning is a function of a student's understanding and application of knowledge rather than a function of diligent drill and practice. Based on this “new science of learning,” the research suggests that effective instruction be based on the following principles:

• Constructing knowledge: Learners are active participants in the learning process using their prior knowledge and experiences.

• Active engagement: Learners respond to having a choice, time to reflect, opportunities to

participate in decisions about their work, open-ended experiences or “mystery” in their learning rather than encountering only predetermined results.

• Meaningful content: Students make connections with the content; content is personally relevant. • Collaboration and social interaction: Students work together; teach one another, converse about

their learning. • Reflection, self-assessment and meta-cognition: Students are aware of their thinking processes and

how to regulate the processes by monitoring and directing the process, and making adjustments when something isn’t working.

• Inclusivity: Students need to feel valued and welcomed in classrooms; they need teachers who

believe in them and expect them to do well. According to a review of empirical research findings on school reform by Visher, Emanuel, & Teitelbaum (1999), strategies that have been found to have a positive impact on student achievement include:

• Raising academic standards and expectations: The research suggests that programs should introduce more rigor into academic courses and teachers should demonstrate high expectations for all students.

• Small learning environments: This finding is mainly attributed to the fact that small learning

environments (e.g., schools within schools) frequently create and sustain conditions that are conducive to improving student outcomes such as a cohesive teacher community, a positive culture, and strong relationships between teachers and students.

• Flexible scheduling: Studies show that student discipline problems declined, student attendance

increased and students earned more credits when flexible scheduling was implemented. These factors may contribute to improved academic performance.

Elimination of the achievement gap requires political will. If we are committed to high expectations for all students through disciplined inquiry, rigor and relevance, it is incumbent upon the school system to examine the causes of the persistent gap in achievement among low income and minority youth. And we must begin to address the causes in ways that eliminate them within the school environment. We must ask what we have to do to eliminate persistent educational inequality.


In Parsing the Achievement Gap: Baselines for Tracking Progress, the author identifies 14 correlates of elementary and secondary school achievement. These have been clustered to avoid any suggestion that each is unique in demand for focus. They are not. The study examines gaps on the 14 correlates among students of differing races and ethnicity, and of different levels of family income/socioeconomic status. As stated in the report:

‘The results are unambiguous. In all 14 correlates of achievement, there were gaps between the minority and majority student populations. In the twelve cases where data were available, eleven of those showed clear gaps between students from low-income families and higher income families. The gaps in school achievement mirror inequalities in those aspects of schooling, early life, and home circumstances that research has linked to school achievement.’

In brief, the correlates are:

School Teaching and Learning: Rigor of the curriculum, teacher preparation, teacher

experience and attendance, class size, availability of appropriate technology-assisted instruction.

The Learning Environment: School safety.

Before and Beyond School

The Developmental Environment: Weight at birth, exposure to lead, hunger and nutrition;

The Home Learning Connection: Reading to young children, amount of TV watching,

parent availability;

The Community: Student mobility (how often a child changes schools);

The Home School Connection: Parent participation. 21st CENTURY PREPAREDNESS According to the 2000 Census, over 900,000 adult Virginians are in need of a high school diploma. In 2001, 11,380 adults in Virginia earned their GED certificates and 13,000 students dropped out of high school. According to the National Institute for Literacy, in 1998 1,000,000 adult Virginians who have finished high school lack basic reading, math, or English skills necessary to fulfill their roles as family members, workers, and community members. The single greatest predictor of a child’s educational success is the mother’s level of education. Children are five times more likely to drop out of high school if their parents are unemployed and lack a high school diploma. 34 % of job applicants tested by major U.S. companies in 2001 lacked sufficient reading and math skills to do the job they sought. Other pertinent data from the census includes the following facts:

Virginia’s population reached 7.7 million on July 1, 2007, increasing by more than 633,000 since the 2000 Census;

Almost 30% of Virginia's 4-year-olds come from single-parent households and 15% are living in poverty.

Only half of Virginia residents were born here, 40% come from other states and 10% from other countries.

One out of every three Virginians lives in Northern Virginia.


When Governor Warner proclaimed a Virginia Lifelong Learning Week in 2002, he stated that, “Lifelong learning is a lifestyle of recognizing needs and engaging in behaviors that result in accomplishing the learning desired and is essential for growth and success of every citizen in Virginia in our ever-changing world.” At its broadest, lifelong learning refers to a process or system through which individuals are able and willing to learn at all stages of life, from preschool years through old age. At the national level, there are ten occupations that are projected to generate the most jobs between 1998 and 2008, ranging widely in their skill requirements. In total, they are projected to add 5 million jobs nationally over the period. This is nearly one-fourth of the projected total job growth for the decade. They are systems analysts, retail sales persons, cashiers, general managers and top executives, truck drivers, general office clerks, registered nurses, computer support specialists, personal care and home health aides, teacher assistants.

New Jobs Require Greater Education and Skills 80 % of the 30 fastest growing jobs will require an education beyond high

school. 36 % of all new jobs will require at least a bachelor’s degree.

(Hecker, 2005)

Predicted Yearly Income Based on Educational Level No High School

Diploma High School

Diploma Some College 4 Years of

College or More Males $19,225 $26,339 $31,336 $42,292 Females $11,583 $16,573 $21,597 $32,238

(National Center for Education Statistics, 2002, p. 163) In the 1960s and before, Spotsylvania was primarily a small rural county with approximately 13,800 residents. The county grew slowly over the next ten years but more than doubled its population between 1970 and 1980 from 16,424 in 1970 to an estimated 34,435 in 1980. In 1990, the U. S. Census reported a population of 57,403 and by the year 2000, the population had increased to 90,395, representing a 57.5 % increase or an average annual growth rate of 4.6 %. The most recent figures for Spotsylvania County, July 2006, indicate a population of approximately 119,529, making Spotsylvania County one of the fastest growing counties in the Nation. The growth is primarily due to the county’s location along Interstate 95 midway between Washington, D. C. and Richmond, as well as the high quality of life available. Approximately 83.5 % of the county’s real estate tax base consists of residential housing with approximately 16.5 % comprised of commercial and industrial and farm properties. Spotsylvania County Public Schools’ enrollment is approximately 23,700 pupils making it the eleventh largest in Virginia. It has approximately 10,800 elementary students, 5,400 middle school students, and 7,500 at the high school level. Spotsylvania also serves almost 400 students in preschool and Head Start programs.


The American Association of School Administrators (AASA) published a report in 1998 which states that schools in the 21st century “will be laced with a project-based curriculum for life” aimed at engaging students “in addressing real-world problems, issues important to humanity, and questions that matter.”

“This is a dramatic departure from the factory-model education of the past. It is abandonment, finally, of textbook-driven, teacher-centered, paper and pencil schooling. It means a new way of understanding the concept of “knowledge”, a new definition of the “educated person”, a new way of designing and delivering the curriculum. The 21st century will require knowledge generation, not just information delivery, and schools will need to create a “culture of inquiry”.

The AASA offers the following new definitions for “School”, “Teacher” and “Learner” appropriate for the 21st century:

"Schools" will go “from ‘buildings’ to nerve centers, with walls that are porous and transparent, connecting teachers, students and the community to the wealth of knowledge that exists in the world.

“Teacher” will go from a primary role as a dispenser of information to orchestrator of learning

and helping students turn information into knowledge, and knowledge into wisdom.

“Learner” will go from a young person who went to school, spent a specified amount of time in certain courses, received passing grades and graduated. Today we must see learners in a new context:

“First – we must maintain student interest by helping students see how what they are learning prepares them for life in the real world.”

“Second – we must instill curiosity, which is fundamental to lifelong learning.”

“Third – we must be flexible in how we teach.”

“Fourth – we must excite learners to become even more resourceful so that they will continue to learn outside the formal school day.”


21st CENTURY CURRICULUM Twenty-first century curriculum has certain critical attributes. It is interdisciplinary, project-based, and research-driven. It is connected to the community – local, state, national and global. Sometimes students are collaborating with people around the world in various projects. The curriculum incorporates higher order thinking skills, multiple intelligences, technology and multimedia, the multiple literacies of the 21st century, and authentic assessments. Service learning where students develop a plan to address real community needs, carry out the plan, and assess success of the plan, is an important component for success in the 21st century. The classroom is expanded to include the greater community. Students are self-directed, and work both independently and interdependently. The curriculum and instruction are designed to challenge all students, and provides for differentiation. The curriculum is not textbook-driven or fragmented, but is thematic, project-based and integrated. Skills and content are not taught as ends in themselves, but students learn them through their research and application in their projects. Textbooks, if they have them, are just one of many resources. Knowledge is not memorization of facts and figures, but is constructed through research and application, and connected to previous knowledge and personal experience. The skills and content become relevant and needed as students require this information to complete their projects. The content and basic skills are applied within the context of the curriculum, and are not ends in themselves.


21st CENTURY SKILLS

Advances in the cognitive sciences show that learning increases significantly when students are engaged in academic study through authentic, real-world experiences. These include:

Literacy: the ability to use digital technology, communications tools, and/or networks to access, manage, integrate, evaluate, and create information in order to function in a knowledge society

Inventive Thinking: because technology makes the simple tasks easier, it places a greater burden on high-level skills

Effective Communication: new skills are essential for success in today’s knowledge-based society

High Productivity: in the Digital Age, success is “powered by technology, fueled by information, and driven by knowledge.”

A c a d e m I c A c h i e v e m e n t

A c a d e m I c A c h I e v e m e n t

Digital-Age Literacy Basic, Scientific, Economic, and

Technological Literacies Visual and Information

Literacies Multicultural Literacy and Global Awareness

Effective Communication

Teaming, collaboration, & interpersonal Skills

Personal, Social, and Civic Responsibility

Interactive Communication

High Productivity Prioritizing, Planning, and

Managing for Results Effective Use of Real-World

Tools Ability to Produce

Relevant, High-Quality Products

Inventive Thinking Adaptability, Managing

complexity, and Self-Direction

Curiosity, Creativity, and Risk Taking

Higher-Order Thinking and Sound Reasoning


DATA – SPOTSYLVANIA COUNTY SCHOOLS

Three-Year Demographic Data

Number Schools

Number Students

White Black Hispanic Economically Disadvantaged

Students With

Disabilities

Average Daily

Attendance for all

students

2004-2005

27 23,680 16,586 (70.04%)

4,499 (18.99%)

1,627 (6.9%)

4,381 (18.5%)

3,358 (14.18%)

94.3%

2005-2006

28 24,586 16,619 (67.59%)

4,463 (18.15%)

1,891 (7.7%)

4,758 (19.35%)

3,486 (17.17%)

94.4%

2006-2007

28 24,313 16,190 (66.59%)

4,810 (19.78%)

1,950 (8.0%)

5,277 (21.70%)

3.112 (12.79%)

96.2%

Schools Making AYP (Adequate Yearly Progress)

2004-2005 2005-2006 2006-2007

Number of Schools 19/28 23/28 16/28

Number of Schools Attaining State Accreditation

2004-2005 2005-2006 2006-2007

Fully Accredited 28/28 27/28 25/28

Accredited with Warning 0 1 3


Percentage of Students Passing/Tested/Not Tested

All Students

2004-2005 Passed Tested Not Tested



English Performance

81 100 0 84 100 0 84 100 0

Mathematics Performance

81 99 1 71 99 1 76 99 1

Other Academic Indicators

All Students 2004-2005 Percentage

2005-2006 Percentage

2006-2007 Percentage

Science Performance

84 84 86

Attendance Rate

94 95 95

AYP Subgroup Counts Including Grade 3-8 and End of Course Assessments

Subgroups

2006 2007 2008

Black 4,650 4,783 4,839

Hispanic 1,713 2,015 1,967

White 17,298 17,033 16,267

Economically Disadvantaged 4,651 5,063 5,884

Student with Disabilities 3,486 3,349 3,140

Limited English Proficiency 634 679 646


Advanced Program Information

Count/Percentage

Program Type 2004-2005 2005-2006 2006-2007

Advanced Placement Test Taken

428/6.16%

1,001/13.66%

1,196/15.61%

Advanced Placement Course Enrollment

1,173/16.87%

1,325/18.08%

1,544/20.15%

Dual Enrollment Courses Taken

172/2.47%

158/2.16%

182/2.38%

Governors School Enrollment

No data for group

197/2.69%

234/3.05%

Program Completion Information

Count/Percentage Count/Percentage Count/Percentage

Credential Type 2004-2005 2005-2006 2006-2007

Advanced Diploma 671/39.66% 763/50.2% 831/50.58%

Certificates of Completion 23/1.36% < 14/.85%

GED/ISAEP 74/4.37% 79/5.2% 100/6.09%

Modified Standard Diploma 58/3.43% 37/2.43% 44/2.68%

Special Diploma 12/.71% 16/1.05% 22/1.34%

Standard Diploma 854/50.47% 619/40.72% 632/38.47%

Career and Technical Education

2004-2005 2005-2006 2006-2007

NOCTI Assessments 1 1 37

State Licensures 12 7 18

Industry Certification 62 103 143

CTE Completers 574 469 541

Dropout Information

Count/Percentage 2004-2005



All Students 278/2.59% 65/.58% 153/1.34%

Standardized College Admission Exams*

Group 2006 Critical

Reading

2007 Critical

Reading

2006

Math

2007

Math

2006

Writing

2007

Writing

Spotsylvania 506 505 498 487 491 487

*In 2005, there were 747 students who took the SAT compared to 854 in 2006 and 919 in 2007.

The tendency is for the average scores to drop when there is a larger number of test takers.


STRATEGIC PLANS IN VIRGINIA

Standard 6-C of the Standards of Quality for Public Schools in the State of Virginia requires that each school division prepare a long-range school improvement plan as stated in the “Standards and Regulations for Public Schools in Virginia.” The specific standard adopted by the General Assembly is the following: § 22.1-253.13:6 Standard 6 Planning and Public Involvement.

A. The General Assembly and the Board of Education believe that careful planning is essential for providing educational programs of high quality and that public involvement is a fundamental component of meaningful planning for public schools.

B. The Board of Education shall revise, extend and adopt biennially a statewide six-year improvement plan that shall be developed with statewide participation and shall be available for public inspection and copying. This plan shall include the objectives of public education in Virginia, an assessment of the extent to which these objectives are being achieved, a forecast of enrollment changes and an assessment of the needs of public education in the Commonwealth. In the annual report required by § 22.1-18, the Board shall include an analysis of the extent to which these Standards of Quality have been achieved and the objectives of the statewide six-year improvement plan have been met. The Board shall also develop, as a part of its six-year improvement plan, a detailed six year plan to integrate educational technology into the Standards of Learning and the curricula of the public schools in Virginia, including career and technical education programs. The Board shall review and approve the six-year plan for educational technology and may require the revision of such plan as it deems necessary.

C. Each local school board shall revise, extend and adopt biennially a division-wide six-year improvement plan that shall be developed with staff and community involvement. Prior to the adoption of any division-wide six-year improvement plan, each local school board shall make the plan available for public inspection and copying and shall conduct at least one public hearing to solicit public comment on the division-wide plan. Each public school shall prepare a biennial plan, which shall be given consideration by its school board in the development of the division-wide six-year improvement plan. The division-wide six-year improvement plan shall include

(i) the objectives of the school division; (ii) an assessment of the extent to which these objectives are being achieved; (iii) a forecast of enrollment changes; (iv) a plan for managing enrollment changes including consideration of the consolidation of schools to provide for a more comprehensive and effective delivery of instructional services to students and economies in school operations; (v) an evaluation of the appropriateness of providing certain regional services in cooperation with neighboring school divisions; (vi) a plan for implementing such regional services when appropriate; (vii) a technology plan designed to integrate educational technology into the instructional programs of the school division, including the school division's career and technical education programs, consistent with the six-year technology plan for Virginia adopted by the Board of Education; and (viii) an assessment of the needs of the school division and evidence of community participation in the development of the plan.

A report shall be presented by each school board to the public by November 1 of each odd-numbered year on the extent to which the objectives of the division-wide six-year improvement plan have been met during the previous two school years. (1988, cc. 645, 682; 1990, cc. 820, 839; 1992, c. 591; 1998, c. 106; 2000, c. 867; 2001, c. 484.)


STRATEGIC PLANNING COMMITTEE

2007-2008 MEMBERS

Staff Member School/ Role/Grade Sheila Acors School Board Office, Food Services Melissa Allison Thornburg Middle School, Teacher Don Alvey School Board Office, Director, Secondary Education Lisa Andruss Spotsylvania High School, AP Miller Arritt Maintenance & Operations, Director Rick Ashton School Board Office, Joe Bailey Post Oak Middle School, Parent David Baker Commonwealth Governor’s School, Dir.

Edlow Barker School Board Office, Assistant Superintendent, Instruction

Kevin Barthram UMW Orchestra Director, Business/Community Partner Dawn Beach Battlefield Elementary School, Parent

Raymond Bell Mount Hope Baptist Church, Business/Community Partner

Renee Beverly Spotsylvania Education Association, President Louise Bianchini Chancellor High School, Instructional Coordinator Jim Blackwell Ukrops, Business/Community Partner Bill Blaine Business/Community Partner Amanda Blalock Lee Hill District, Spotsylvania County School Board Laura Bouchard Parkside Elementary School, Teacher, S.C.O.P.E. Sara Branner School Board Office, Director, Public Information E.J. Brletich School Board Office, Supervisor, English Barbara Brock Riverbend High School, Teacher, Science Mike Brown Berkeley Elementary School, Principal Teresa Carter Chancellor Elementary School, Parent

Eloise Chambers Parent Resource Center, Title 1/ Home/School Coordinator

Tracy Chewning Livingston Elementary School, Parent Patrick Collins Massaponax High School, Teacher, Special Education Shonda Collins Chancellor Middle School, Administrative Intern Tina Cook Thornburg Middle School, Teacher, Computer Concepts Scott Cooper School Board Office, Maintenance Heather Correia Brock Road Elementary School, Teacher, Second Grade Stephen Covert Ni River Middle School, Principal Veronne Davis Spotsylvania High School, Assistant Principal Katy Delaney Chancellor Elementary School, Spec. Ed. Melanie Delo Massaponax High School, Student Julie Dolby Battlefield Elementary School, ESOL Teacher Gloria Driest Courtland High School, Teacher Suzanne Duperock Robert E. Lee Elementary School, Guidance Counselor Caitlin Durham Massaponax High School, Student David Durham GDIT, Business/Community Partner Nader Elawar Chancellor High School, Student Lark English Salem Elementary School, Teacher, Third Grade


Staff Member School/ Role/Grade Jessica Escobar School Board Office, Director, Food Services Nancy Farrell School Board Office, Nutritionist Kevin Fastabend Spotsylvania Education Foundation, Board Member Moises Finale Massaponax High School, Student Susan Fines Battlefield Elementary School, Principal Steven Fitch Riverbend High School, Principal

Bill Flaherty School Board Office, Assistant Superintendent, Technology

Carol Flenard Wilderness Elementary School, Principal Ann Fondren School Board Office, Coordinator, Media Services Susan Fredo Courtland Elementary School, Attendance Secretary Patrick Freemyers Lee Hill Elementary School, Parent Dwan Gaines Freedom Middle School, Assistant Principal LaShawn Gaines School Board Office, Chief Financial Officer Karen Galligan School Board Office, Licensure Specialist Jennifer Gardner Parkside Elementary School, Assistant Principal Donna Garnett Spotswood Elementary School, Parent Faye Gentry School Board Office, Division Reading Specialist Jackie Getgood School Board Office, Supervisor, Mathematics

Jim Gillespie Courtland District, Spotsylvania County School Board

Michelle Gordon School Board Office, Recruitment/Retention Specialist Daryl Green Thornburg Middle School, Guidance Counselor J. C. Hall Courtland High School, Teacher, Physical Education Nancy Halstead Massaponax High School, Teacher, Alternative Education Pat Hannifin Business/Community Partner Randy Harris Ultimate Automotive, Business/Community Partner Garth Hauger Spotsylvania High School, Teacher, Business & Marketing Bobby Hebert Free Lance Star, Business/Community Partner Roland Herrmann Parkside Elementary School, Parent Brandon Hess Riverbend High School, Assistant Principal Linda Hickman Courtland Elementary School, Teacher Dr. Jerry Hill School Board Office, Superintendent Lee Hitchcock Freedom Middle School, Teacher, Computer Concepts Janet Hodges Courthouse Academy, Teacher, Special Education Dianne Holmes Riverview Elementary School, Principal Don Holmes Salem District, Spotsylvania County School Board Barbara Hopkins Livingston Elementary School, Guidance Counselor Shawn Hudson Chancellor Elementary School, Principal Tarnee Hudson Spotswood Elementary School, Administrative Intern

Darcy Hummel Harrison Road Elementary School, Teacher, Special Education

Elizabeth Hunziker Courtland High School, Parent Julie Hurst School Board Office, Director, Elementary Education

Anthony Jackson School Board Office, Executive Director, Curriculum and Instruction

Alan Jacobs Freedom Middle School, Principal Tamasa Johnson Chancellor High School, Parent Cathy Jones School Board Office, Coordinator, Elementary Special


Staff Member School/ Role/Grade Education

Lynette Jones Berkeley Elementary School, Parent

Sandy Kenyon School Board Office, Coordinator, Safe & Drug Free Schools

Ruth Kochenour School Board Office, Professional Development Specialist Faye Krause School Board Office, Human Resources Specialist Sean Lacey School Board Office, Transportation Pamela Lang Wilderness Elementary School, Parent Kim Lauderdale Chancellor High School, AP Tina LeCount School Board Office, Coordinator, Testing Carroll Lewter Courtland Elementary School, Assistant Principal Mary Anne Litton Chancellor High School, Guidance Director Ray Lora Livingston District. Spotsylvania County School Board Gwen Lorenz Courtland Elementary School, Parent Jeff Lovelace Ni River Middle School, Teacher, Seventh Grade Julie Lovell Spotsylvania Middle School, Teacher, Physical Education Pam Lumpkin PTA District Council, President Robert Macdonald Smith Station Elementary School, Assistant Principal

Matthew Malobicky Battlefield Middle School, Teacher, Instructional Technology

Suzan Mann Riverbend High School, Teacher Melissa Mansfield Battlefield Middle School, Teacher Bob Marchetti Courtland High School, Administrative Intern Sarah Mathena Post Oak Middle School, Guidance Counselor Betsy Mathias School Board Office, Career Switchers Specialist

Joanne McClutchy School Board Office, Coordinator, High School Special Education

Linda McGee School Board Office, Supervisor, Food Services Sally McGrath Spotsylvania High School, Parent Catherine Medina Riverbend High School, Mathematics Teacher

James Meyer School Board Office, Assistant Superintendent, Admin. Services

Dawn Miller Courtland Elementary School, Teacher, Headstart Becky Mills School Board Office, Supervisor, Social Studies Robert Morris Salem Elementary School, Parent Lois Murdaugh Salem Elementary School, Counselor Kasey Nabal Spotsylvania High School, Student

Brenda Nettles Courthouse Rd Elementary School, Teacher, Fourth Grade

Peter Nogueres Post Oak Middle School, Teacher, SS

Meghan O'Connor School Board Office, Assistant Principal, Career/Technology Center

Dennis Parsons School Board Office, Director, Career & Technical Education

Lynn Phillippe School Board Office, Professional Development Specialist Dan Phillips Riverbend High School, Parent Jeri Phillips Riverview Elementary School, Parent Sandy Pickett School Board Office, Coordinator, Foreign Language Kristy Pitts Massaponax High School, Instructional Coordinator


Staff Member School/ Role/Grade Judy Porro Thornburg Middle School, Admin Intern

Steven Potochniak Ni River Middle School, Teacher, Ed. Mentally Handicapped

Jane Potts Business/Community Partner Michele Puleo Chancellor Middle School, Media Specialist Ayesha Qasimi Lee Hill Elementary School, Office Para-Educator Joanne Rahm Riverbend High School, Counselor Selena Rave Chancellor Middle School, Guidance Counselor John Reeder School Board Office, Director, Finance Jane Rice School Board Office, Director, Special Services Tedra Richardson School Board Office, Supervisor, Special Education Judi Rinker Salem Elementary School, Reading Specialist Joe Rodkey Massaponax High School, Principal Michael Ronza Massaponax High School, Parent Linda Rooney School Board Office, Director, Management Information Tara Ross Harrison Rd Elementary School, Parent Theresa Ross Wilderness Elementary, Parent Carlos Ruiz Riverbend High School, Student Hart Rutherford Tricord Homes, Business/Community Partner Ellen Saunders Massaponax High School, Teacher Kermit Schaffer School Board Office, Director, Transportation Brett Schlegel School Board Office, Coordinator Health & Safety Jean Schofield Freedom Middle School, Parent

Brenda Seals School Board Office, Assistant Superintendant, Human Resources

J. Gilbert Seaux Chair, Spotsylvania County School BD

Russell Seymour Dept of Economic Development, Business/Community Partner

Paige Shutlock Courthouse Rd Elementary School, Parent

Howard Smith Spotsylvania County Sheriff Department, Business/Community Partner

Pat Smith Health Services, Director Leigh Snyder Union Bank and Trust, Business/Community Partner Hugh Stevens Luck Stone, Business/Community Partner Marcia Stevens School Board Office, Accounting Manager Jan Streich School Board Office, Director, Instructional Technology Teresa Striegler Riverview Elementary School, Preschool

Mary Sutherland School Board Office, Director, Program Evaluation and Testing

Beth Toney Robert E. Lee Elementary School, Administrative Intern Risa Tritt Chancellor Middle School, Teacher Tom Ullrich Business/Community Partner David Vita Riverbend High School, Parent Harlan Walker Information Services, Systems Analyst Trudy Walsh Spotsylvania Career & Tech. Center, Guidance Counselor Amy Watkins Battlefield Elementary School, Teacher, Fifth Grade Fred Wells Smith Station Elementary School, Principal Bridget Welter Smith Station Elementary School, Parent


Staff Member School/ Role/Grade Maggie West Massaponax High School, Counselor Linda Wieland Battlefield District, Spotsylvania County School Board Martin Wilder Chancellor District, Spotsylvania County School Board Eugene Williams Massaponax High School, Administrative Intern Scott Wilson Freedom Middle School, Teacher, Eighth Grade

Brian Wolfe Rappahannock Electric Cooperative, Business/Community Partner

Patricia Wolfrey MWH Foundation, Business/Community Partner

Scott Worner School Board Office, Supervisor, Education Facilities Planner

Michelle Wright Smith Station Elementary School, Principal Jean Young School Board Office, Supervisor, Science


STRATEGIC PLANNING PROCESS

The process used by members of the Strategic Planning Committee (SPC) began with refining a vision and mission statement, which would serve as the guide for developing the goals. Small sub-committees refined input from the large group. During the next phases, the large committee generated ideas for priorities, and again, the sub-committee finalized the statements. The SPC then wrote SMART goals, and school staff developed strategies and timelines.

Planning Committee Appointed

Review Background Materials

Develop Mission and Vision Statements;

Refine Strategic Priorities

Develop Strategic Goals

Develop Action Steps (Departmental Staff)

Draft Strategic Plan and Present to School

Board for Approval

Implement and Monitor Plan


STRATEGIC PLAN

The goals and strategies were collaboratively developed by committee members and do not replace existing plans created by departments within the division. The Capital Improvement Plan, the Technology Plan, Budget Plan, and the Plan for the Gifted and Talented Program served as documents to inform developers of this Strategic Plan. Each year, goals and strategies will be examined to determine budgetary implications. As a result, goals, strategies, timelines may need to be adjusted at the direction of the school board. The main strategic committee first developed a mission and vision statement to guide the development of goals and strategies. Next, priorities and defining characteristics were developed. These statements act as the lens through which data was examined, and specific, measurable goals were developed. The results of the committee work are stated below: Mission Statement …to prepare all students to excel in a dynamic global society Vision Statement SCS provides a premier education of world class distinction in a positive, collaborative environment with high levels of community engagement. All organizational structures support the primary purpose of preparing students to be responsible and productive citizens.


STRATEGIC PRIORITIES/ DEFINING CHARACTERISTICS

PRIORITY 1: EFFECTIVE INSTRUCTIONAL SERVICES

The school division: a) provides high quality instruction through collaboration and flexibility to maximize student achievement; b) prepares all students for the challenges of the future; c) ensures students are good stewards and active participants in the global community.

PRIORITY 2: POSITIVE AND EFFECTIVE LEARNING ENVIRONMENT

The school division: a) facilitates an ongoing commitment to the effective and efficient delivery of high-quality services; b) ensures a safe, respectful, and responsible environment for students and staff; c) creates a culture where ongoing professional and personal development is embraced.

PRIORITY 3: PARENT ENGAGEMENT AND DYNAMIC COMMUNITY PARTNERSHIPS

The school division: a) believes that parent engagement is critical to student success; b) supports the development of productive and positive partnerships with businesses and the greater

community;

PRIORITY 4: SUPPORTIVE ORGANIZATIONAL STRUCTURE

The school division: a) attracts and retains high quality professionals; b) ensures that all available resources are directed toward organizational efficiency.


GOALS AND STRATEGIES

Goal Status Indicators: = Improved Over Baseline, But Did Not Meet Target; XX = Did not Meet Target;

= Met Target

Strategy Status Indicators: = Complete; = In Progress; $$ = On Hold Due To Budget Issues

PRIORITY # 1 EFFECTIVE INSTRUCTIONAL SERVICES

DEFINING CHARACTERISTIC 1A: The school division provides high quality instruction through collaboration and flexibility to maximize student achievement.

GOAL 1.A.1 By 2014, 100% of Spotsylvania County Schools will meet or exceed benchmarks as established by No Child Left Behind and each year, every school will achieve full accreditation, as defined by the Virginia Department of Education. BASELINE DATA For the 2007-2008 school year, 57% of schools met AYP status and 89% of schools were fully accredited. STRATEGY PERSON(S)

RESPONSIBLE TIMELINE

Beginning & Ending Dates

BUDGET IMPLICATION(S)

STAFFING IMPLICATION(S)

STATUS

Strategy 1.A.1.a: Review and modify curriculum maps to ensure vertical alignment.

Exec. Director of Curr. & Inst.

Begin: 2008-09 Complete: 2013-14

None None

Strategy 1.A.1.b: Establish division protocols for identifying and serving underachieving students needing intervention and remediation.



None None

Strategy 1.A.1.c: Investigate and adopt inclusion models for students with special needs and train teachers in effective instructional strategies for such students in collaborative settings.

Director of SPED Begin: 2008-09 Complete: 2008-09

None None

Strategy 1.A.1.d: Modify, eliminate and/or add intervention and remediation services based on the evaluation of their effectiveness.

Director of Program

Evaluation & Testing

Begin: 2008-09 Annually

None None

Strategy 1.A.1.e: Establish protocols for monitoring the allocation of time to instruction within the school day across schools, grade levels and content areas, to include positive reinforcement for utilizing 21st century teaching methods.

Assistant Sup. for Instruction


None None

Strategy 1.A.1.f: Develop methods to monitor the frequency and relevance of individual student and whole class interruptions.



None None

Strategy 1.A.1.g: Develop Teacher Resource Guide and repository of lesson plans for all core curriculum content areas and make available to all teaching staff.

Content Supervisors


None None

Strategy 1.A.1.h: Evaluate teachers and principals based on improvement in student achievement 21st century skill development.



None None




GOAL 1.A.2 By 2014, 100% of third grade students will read on grade level as determined by the currently adopted reading series.

BASELINE DATA Fall of 2009, 67% of third grade students were reading on grade level. STRATEGY PERSON(S)





STATUS

Strategy 1.A.2.a: Clarify division-wide grade level expectations for student outcomes in reading in grades K-3.



None None

Strategy 1.A.2.b: Develop a protocol for K-3 teachers to use Lit. Assess ranking to identify students in K-3 for reading intervention.

Supervisor of English


None None

Strategy 1.A.2.c: Explore and implement instructional strategies and technologies that improve student engagement.

Director of Instructional Technology


TBD None

Strategy 1.A.2.d: Use Lit. Assess ranking to identify students in K-3 for reading intervention.



None None

Strategy 1.A.2.e: Develop a systemic approach to ensure integration of Science and Social Studies content into Reading and Mathematics Content.

Content Supervisors


None None

Strategy 1.A.2.f: Investigate best practice models used in high performing schools with transient populations.



None None

Strategy 1.A.2.g: Explore and implement the use of authentic 21st century assessments.



TBD None

Strategy 1.A.2.h: Provide annual training to all K-3 teachers on use of currently adopted reading series.



None None

Strategy 1.A.2.i: Evaluate the effectiveness of and adjust (as necessary) the K-3 PALS instructional program.



None None




GOAL 1.A.3 By 2014, 90% of all students will successfully complete the requirements for Algebra I by the end of the ninth grade.

BASELINE DATA Year 2008, 80.53% pass rate for Algebra I. Year 2009, 88.22% pass rate for Algebra I. STRATEGY PERSON(S)





STATUS

Strategy 1.A.3.a: Review and revise K-8 curriculum maps to ensure that all students have access to all content objectives necessary for success in Algebra by the end of 9th grade.

Mathematics Supervisor


None None

Strategy 1.A.3.b: Provide content specific training for elementary teachers to ensure student mastery of algebraic concepts in grades K-5.



None None

Strategy 1.A.3.c: Evaluate the Algebra 1-Part 1/Algebra 1-Part 2 Pilot Programs and consider replicating effective programs in all high schools.

Director of Program

Evaluation


None None

Strategy 1.A.3.d: All students passing Math 8 SOL test will be placed in full year Algebra I in High School.



None None

Strategy 1.A.3.e: Develop a structured support program at each high school to provide additional instruction to students who are in-danger of failing Algebra I at end of 1st quarter.



None None

Strategy 1.A.3.f: Examine and adjust student math course pathways when entering middle school



Professional Development

None


PRIORITY # 1 EFFECTIVE INSTRUCTIONAL SERVICES DEFINING CHARACTERISTIC 1B: The school division prepares all students for the challenges of the future.

GOAL 1.B.1 By 2014, the graduation rate will be 90% for each AYP student group as measured by the Virginia On-Time Graduation Rate, for each school and the division. BASELINE DATA (chart below)

DIVISION

2008 DIVISION

2009 CHHS 2008

CHHS 2009

CHS 2008

CHS 2009

MHS 2008

MHS 2009

RHS 2008

RHS 2009

SHS 2008

SHS 2009

ALL 80.23% 79.23% 82.57% 79.16% 82.67% 80.94% 75.71% 80.21% 87.84% 84.07% 68.92% 69.06%

FEMALE 83.90% 83.01% 84.28% 84.07% 85.14% 79.26% 83.80% 84.12% 89.52% 89.21% 72.14% 73.51%

MALE 76.49% 75.72% 80.95% 74.62% 79.87% 82.32% 67.31% 76.52% 86.08% 78.81% 66.03% 65.09%

BLACK 78.13% 76.35% 71.64% 81.31% 85.71% 83.33% 71.96% 75.00% 87.84% 73.24% 75.00% 63.27%

HISPANIC 76.85% 72.88% 68.97% 69.70% 76.47% 57.89% 77.27% 68.57% 93.55% 92.00% 44.44% 83.33%

WHITE 80.95% 80.17% 87.38% 78.28% 82.57% 82.65% 76.26% 82.89% 87.95% 85.36% 68.70% 69.29%

ASIAN 84.00% 87.50% 92.31% 100.% 66.67% 75.00% 92.31% 100.% 75.00% 88.24% 83.33% 71.43%

AM. INDIAN

75.00% 77.78% 100% 50.00% 75.00% 75.00% 100% 75.00% 73.33% 100% 50.00% 100%

OTHER 81.82% 88.61% 88.24% 94.44% 97.14% 89.66% 88.24% 94.74% 93.02% 89.47% 77.78% 81.82%

SWD 92.75% 92.70% 97.50% 94.59% 86.05% 75.00% 91.89% 95.35% 84.62% 91.18% 84.21% 91.43%

SWD ANYTIME

83.19% 75.56% 88.89% 80.85% 71.05% 79.07% 76.60% 75.38% 79.41% 82.35% 80.00% 67.16%

ECD 70.95% 73.18% 70.97% 68.00% 68.33% 66.67% 75.44% 72.09% 79.71% 80.60% 60.00% 70.11%

ECD ANYTIME

65.30% 65.28% 68.25% 66.97% 100% 40.00% 60.19% 59.84% 66.67% 72.63% 56.18% 62.90%

LEP 85.00% 73.91% 100% 80.00% 100% 40.00% 83.33% 80.00% 75.00% 100% 0.00% 100%

LEP ANYTIME

84.38% 69.35% 92.86% 75.00% 50.00% 100% 87.50% 56.25% 100% 93.33% 0.00% 100%

MIGRANT ANYTIME

100% 100% 100% 100% 50.00% 100% 20.00% 66.67% 100% 100% 66.67% 0.00%

HOMELESS 50.00% 68.75% 66.67% 75.00% 82.67% 80.94% 37.50% 70.00% 100% 83.33% 60.00%

66.67%

HOMELESS ANYTIME

56.52% 72.50% 82.57% 66.67% 85.14% 79.26% 75.71% 80.21% 87.84% 84.07% 68.92% 69.06%

STRATEGY PERSON(S)





STATUS

Strategy 1.B.1.a: Develop and implement procedures for dropping students from roll.

Director of Program

Evaluation and Testing

Begin: 2008-09 Review Annually

None None

Strategy 1.B.1.b: Track students marked as “In Process” in the state cohort database (students withdrawn from a Spotsylvania County school who have not enrolled in another school, therefore count as a drop-out).

Director of Program

Evaluation and Testing

Began: 2008-09 Completed: Fall 2009-10

None None

Strategy 1.B.1.c: Each high school leadership team will develop plans to recue the drop-out rate.

Executive Director of Secondary Education

Begin: 2008-09 Repeat Annually

None None

Strategy 1.B.1.d: Expand the means for students to receive a General Achievement Diploma.

Supervisor of Guidance

Began: 2008-09 Complete: 2010-11

None None


PRIORITY # 1 EFFECTIVE INSTRUCTIONAL SERVICES DEFINING CHARACTERISTIC 1B: The school division prepares all students for the challenges of the future.

GOAL 1.B.2 By 2014, 85% of seniors will be accepted to a 2-year or 4-year institution of higher learning.

BASELINE DATA For the 2006-2007 school year, 73% of seniors were accepted to either a 2-year or a 4-year college. STRATEGY PERSON(S)





STATUS

Strategy 1.B.2.a: Utilize ETV for information. Director of Public

Information


None None

Strategy 1.B.2.b: Unify all college information on all high school websites.



None None

Strategy 1.B.2.c: Incorporate 21st Century literacy and numeracy skills into K-12 curriculum maps.

Exec. Director of Curr. &

Inst.


None None

Strategy 1.B.2.d: Include college information in school and division newsletters (begin in 8th grade)



Postage None

Strategy 1.B.2.e: Identify students in ISS and teach “College Preparedness.” Give assignments to students while in ISS, turn into guidance counselor for follow-up.



None None

Strategy 1.B.2.f: Incorporate college process information in curriculum for English/social studies (8-12).


Begin : 2011-12 Complete: 2012-13

None None

Strategy 1.B.2.g: Increase parent and student knowledge of the college admission process.



None None



DEFINING CHARACTERISTIC 1B: The school division prepares all students for the challenges of the future.

GOAL 1.B.3 By 2014, all high schools will meet or exceed the annual national average for critical reading, writing, and mathematics on the SAT and for all content areas for the ACT.

BASELINE DATA For the 2006-2007 school-year, all high schools exceeded the national average in all content areas for the ACT (Div. = 21.66, Nat = 21.2). For the SAT, the Division exceeded the national average in reading (Div = 505, Nat = 502); however, the Division did not exceed the national average in math (Div = 487, Nat = 515) or writing (Div = 487, Nat = 494). STRATEGY PERSON(S)





STATUS

Strategy 1.B.3.a: Register every 9th grade Advanced English student at www.collegeboard.com to receive the SAT Question of the Day and to register for college preparation strategies offered by grade.



None

None

Strategy 1.B.3.b: Every junior enrolled in more than one advanced class and planning post-secondary education, will take the SAT Preparation Course.



None Math and English teachers

Strategy 1.B.3.c: Strengthen the elementary and middle school writing curriculum, to include SAT and ACT skill preparation.



None None

Strategy 1.B.3.d: Extend the SAT prep class to a full year, and include instruction in writing and mathematics.

Exec. Dir. Of Curr. & Instr.


None Math and English teachers




GOAL 1.B.4 By 2014 increase the enrollment in high school fine arts courses by 10%.

BASELINE DATA In 2008, 84% of middle school 6th grade students are scheduled into fine arts courses for “exploratory” purposes in fine arts courses, and 50% of high school students are enrolled in fine arts classes (band, art, string orchestra, theater arts, appreciation courses and chorus).

STRATEGY

PERSON(S) RESPONSIBLE

TIMELINE Beginning & Ending Dates



STATUS

Strategy 1.B.4.a: Study reasons for low enrollment in some classes and develop a plan.

Coordinator of Fine Arts

Begin: 2008 Complete: 2014

Staffing Additional staffing may be

needed for increased

enrollment.

Strategy 1.B.4.b: Improve communication between elementary and middle; and between middle and high school levels for recruitment and retention.



Possible printing costs

Additional staffing may be

needed for increased

enrollment.

Strategy 1.B.4.c: Study course offerings for alignment with the interests and needs of our students.



Staffing Additional staffing may be

needed for added courses and increased enrollment.

Strategy 1.B.4.d: Study the curriculum of each fine arts course and align with 21st Century skills, cross curricular opportunities, and design new classes as appropriate.



Materials Additional staffing may be

needed.




GOAL 1.B.5 By 2014, 70% of eligible CTE students will graduate with an industry certification.

BASELINE DATA To be determined

STRATEGY

PERSON(S) RESPONSIBLE




STATUS

Strategy 1.B.5.a: Ensure CTE teachers are certified to teach and give teachers certification exams.

Director of CTE


None None

Strategy 1.B.5.b: Ensure all CTE completer courses have an appropriate certification exam.

Director of CTE


None None

Strategy 1.B.5.c: Explore global job market forecasts and skills needed to produce competitive workforce in the future and incorporate findings in CTE programming.

Director of CTE


None None

Strategy 1B.5.d: Include certification information in course catalog and CTE course information for parents and students.

Director of CTE


None None



DEFINING CHARACTERISTIC 1C: The school division ensures students are good stewards and active participants in the global community.

GOAL 1.C.1 By 2013, 100% of the divisions’ school buildings will expand comprehensive recycling programs.

BASELINE DATA In 2007-08 school year, 30 out of the 36 division buildings (83%) had a comprehensive recycling program, consisting of at least newspaper and white paper recycling bins.

STRATEGY PERSON(S) RESPONSIBLE




STATUS

Strategy 1.C.1.a: Develop a program at each school to reduce waste food from the school cafeterias.

Food Services Director


None None

Strategy 1.C.1.b: Develop a program in the food services department to use biodegradable products, where appropriate.

Food Services Director


Increase meal cost

None

Strategy 1.C.1.c: Expand recycling programs to include plastics.

Energy Manager


Cost savings None



DEFINING CHARACTERISTIC 1C: The school division ensures students are good stewards and active participants in the global community.

GOAL 1.C.2 Future school designs will be LEED (Leadership in Energy and Environmental Design) certified.

BASELINE DATA Currently, no school or administrative office is LEED certified. No schools are scheduled to be built until next round of Strategic Planning. STRATEGY PERSON(S)





STATUS

Strategy 1.C.2.a: Design future elementary schools for LEED Silver Certification.

Assistant Sup. for

Administrative Services


2% increase in cost of school

None N/A

Strategy 1.C.2.b: Design future middle schools for LEED Silver Certification.

Assistant Sup. for

Administrative Services


2% increase in cost of school

None N/A


PRIORITY # 2 POSITIVE AND EFFECTIVE LEARNING ENVIRONMENT DEFINING CHARACTERISTIC 2A: The school division facilitates an ongoing commitment to the

effective and efficient delivery of high-quality services.

GOAL 2.A.1 By 2014, 80 % of stakeholders will report a high degree of satisfaction with the quality of instructional programs, services, and opportunities on a school division administered survey.

BASELINE DATA Strongly Agree: 21% of secondary students; 25% of parents; 36% of teachers and administrators; 38% of support staff Agree: 86% of elementary students; 35% of secondary students; 48% of parents; 42% of teachers and administrators; 35% of support staff Neutral: 9% of elementary students; 18% of secondary students; 14% of parents; 8% of teachers and administrators; 7% of support staff Disagree: 3% of elementary students; 8% of secondary students; 7% of parents; 5% of teachers and administrators; 2% of support staff Strongly Disagree: 3% of secondary students; 2% of parents; 1% of teachers and administrators; 1% of support staff DNA: 1% of secondary students; 1% of parents; 1% of teachers and administrators; 15% of support staff STRATEGY PERSON(S)





STATUS

Strategy 2.A.1.a: A comprehensive, biennial school climate survey will be administered to teachers, administrators, support staff, transportation, maintenance, students, food services, parents, and business partners.

Director of Program

Evaluation


$1000.00 None

Strategy 2.A.1.b: Results of school climate survey will be analyzed, & strategies developed to improve areas of concern.

Instructional Directors


None None




GOAL 2.A.1.1 By 2014, 80 % of stakeholders will “strongly agree” or “agree” on a school division administered survey that our schools are preparing students to deal with issues and problems they will face in the future.

BASELINE DATA 65% of students believe they are being prepared for issues and problems they will face in the future 70% of parents believe their children are being prepared for issues and problems they will face in the future 70% of teachers and administrators believe they are preparing students for issues and problems they will face in the future 69% of support staff believes teachers are preparing students for issues and problems they will face in the future STRATEGY PERSON(S)





STATUS

Strategy 2.A.1.1.a: Identify skills students need in order to deal with issues and problems they face in the future.

Executive Director of Curriculum

and Instruction


TBD TBD




GOAL 2.A.2 By 2014, decrease diesel consumption by school buses by 2%.

BASELINE DATA During the 2007-08 school year, the average miles per gallon for SCS buses is 8. STRATEGY PERSON(S)





STATUS

Strategy 2.A.2.a: Use GPS to improve consistency of route times.

Director of Transportation


None None

Strategy 2.A.2.b: Establish a committee of bus drivers and transportation staff to explore ideas for reducing diesel consumption.



None None

Strategy 2.A.2.c: Evaluate the use of walk-to-school zones.



None None

Strategy 2.A.2.d: Reduce idle time of buses at pick-up & drop-off at schools.



None None

Strategy 2.A.2.e: Reduce the number of students that need to be returned to school at the end of the day.



None None




GOAL 2.A.3 By 2014, improve the air quality in all school buildings.

BASELINE DATA Currently, Virginia does not have any standards with regard to Indoor Air Quality. STRATEGY PERSON(S)





STATUS

Strategy 2.A.3.a: Standards for air quality will be developed, and baseline data determined for each building.

Director of Maintenance


None None

Strategy 2.A.3.b: All HVAC systems will be automated to control temperatures in all schools and administrative offices and enable adjustments to be made when and where needed.



None None

Strategy 2.A.3.c: Ensure all schools and administrative offices meet the standards for air quality.



To be determined

To be determined



effective and efficient delivery of high-quality services. GOAL 2.A.4 By 2014, student demographic and achievement data will be entered into the Student Information System with 99% accuracy.

BASELINE DATA Data available February 2010. STRATEGY PERSON(S)





STATUS

Strategy 2.A.4.a: Develop guidelines and procedures for data entry.

Assistant Sup. for Technology


None None

Strategy 2.A.4.b: Implement guidelines and procedures in each school.



None None

Strategy 2.A.4.c: Develop guidelines to ensure the safety and privacy of data



None None


PRIORITY # 2: POSITIVE AND EFFECTIVE LEARNING ENVIRONMENT DEFINING CHARACTERISTIC 2B: The school division ensures a safe, respectful, healthy and responsible

environment for students and staff.

GOAL 2.B.1 By 2011, the number of Code of Conduct/disciplinary offenses will be reduced by 10 %.

BASELINE DATA For the 2006-2007 school year, there were a total of 22,702 disciplinary offenses. STRATEGY PERSON(S)





STATUS

Strategy 2.B.1.a: Analyze discipline data to identify the most common offenses and develop a plan to reduce these infractions.


None None

Strategy 2.B.1.b: Research, identify, and implement alternative strategies to suspension.

Exec. Dir. Of Curr. &

Instruction


Training; Personnel

Personnel

Strategy 2.B.1.c: Develop programs to reach students with behavior problems.


Instruction


Staff training and program

implementation; partnerships with

community agencies

Hiring of multiple Student Assistant

Coordinators; existing staff implications.

Strategy 2.B.1.d: Research and implement alternative instructional and intervention classroom strategies to reduce referrals to the office.

Exec Exec. Dir. Of Curr.

& Instruction

Begin: 2009-10

Complete: 2010-11

Cost of materials None

Strategy 2.B.1.e: Implement research-based bully prevention programs in each school, to include Cyberbullying.


Begin: 2010-11

Complete: 2011-12


Strategy 2.B.1.f: Research and implement alternative instructional and intervention classroom strategies to reduce referrals to the office.


Instruction

Begin: 2009-10

Complete: 2010-11





GOAL 2.B.2 By 2014, 85 % of the students will meet the physical education requirements as measured by Virginia Wellness Related Fitness Tests. BASELINE DATA

Abdominal Aerobic

Upper Body Strength Flexibility Trunk Lift

Total 87.7% 78.3% 82.4% 87.8% 96.2%

STRATEGY PERSON(S) RESPONSIBLE




STATUS

Strategy 2.B.2.a: Use new baseline data through consistent use of the same accountability test administered across the division.

Coordinator for H/PE


Training for K-12 staff who will

administer the tests to students

None

Strategy 2.B.2.b: Develop accessible programs that will increase physical education opportunities and activities for students, especially at the elementary school level.

Principals


Program design will indicate related cost factors for facilities,

resources and staffing.

Possible hiring with stipend for

program coordinators if

not grant funded.

Strategy 2.B.2.c: Develop an Enhanced Scope and Sequence to complement the H/PE curriculum map.

Coordinator for H/PE


Funding for committee to

write curriculum; production of

material; training for staff

implementation

Hire full time Coordinator for HPE; additional

certified PE teacher at

Elementary level




GOAL 2.B.3 By 2014, 80% of the stakeholders will “strongly agree” or “agree” that substance abuse (e.g. drug/alcohol) is not a problem in our schools. BASELINE DATA 48% of students agree or strongly agree that substance abuse is not a problem at school. 54% of parents agree or strongly agree that substance abuse is not a problem at school. 57% of teachers and administrators agree or strongly agree that substance abuse is not a problem at school 61% of support staff agree or strongly agree that substance abuse is not a problem at school. STRATEGY PERSON(S)





STATUS

Strategy 2.B.3.a: Develop school-based mental health partnerships with community service providers.

Health and Safety

Coordinator


None None

Strategy 2.B.3.b: Use Student Assistance Teams to address the needs of students with substance abuse issues.

Health and Safety

Coordinator


Program design will indicate related cost factors for facilities,

resources and staffing.

Possible hiring with stipend for

program coordinators if

not grant funded.

Strategy 2.B.3.c: Train school personnel with strategies for dealing with students with substance abuse issues.

Health and Safety

Coordinator


Funding for committee to

write curriculum; production of

material; training for staff

implementation

Hire full time Coordinator for HPE; additional

certified PE teacher at

Elementary level


PRIORITY # 2 POSITIVE AND EFFECTIVE LEARNING ENVIRONMENT DEFINING CHARACTERISTIC 2C: The school division creates a culture where ongoing professional and

personal development is embraced.

GOAL 2.C.1 By 2014, the effectiveness of professional development programs will increase by 20% as measured by an annual survey.

BASELINE DATA A satisfaction survey exists and is in use following DWPD activities only. 2004-2008 survey results indicated 89% responded good or excellent to “Overall Rating of Course.” New baseline data will be established at the end of 2008-2009 with a new survey which includes evaluation of effectiveness and satisfaction of Division-Wide and Site-Based Professional Development Programs. STRATEGY PERSON(S)





STATUS

Strategy 2.C.1.a: Develop a survey that measures effectiveness and satisfaction of the Division-Wide and Site-Based Professional Development Programs.

Director of Program

Evaluation


None None

Strategy 2.C.1.b: Use survey results to create baseline data to measure this goal.

Director of Program

Evaluation


None None

Strategy 2.C.1.c: Determine the correlation between student achievement and teacher participation in DWPD.

Director of Program

Evaluation


None None

Strategy 2.C.1.d: Establish a Professional Development Council, consisting of professional and support personnel, to evaluate the current Division-wide Professional Development program and to make recommendations for improvement.

Director of Program

Evaluation


None None


PRIORITY # 2 POSITIVE AND EFFECTIVE LEARNING ENVIRONMENT

DEFINING CHARACTERISTIC 2C: The school division creates a culture where ongoing professional and personal development is embraced.

GOAL 2.C.2 By 2014, the number of support staff participating in job-related training will increase by 10 %.

BASELINE DATA For the 2007-2008 school year, classified (non-licensed/instructional) staff comprised about 37% of the total division staff. Since July 1, 2007, fourteen classified staff members have requested tuition reimbursement. STRATEGY PERSON(S)





STATUS

Strategy 2.C.2.a: Develop a survey to determine training needs related to specific job requirements of support staff.

Director of Human

Resources


None None

Strategy 2.C.2.b: Develop a systemic plan to provide appropriate training for all support staff.

Director of Human

Resources


None None

Strategy 2.C.2.b: Provide various training classes to support staff to improve job-related skills.

Director of Human

Resources


None .

None


PRIORITY # 3 DYNAMIC COMMUNITY AND PARENT PARTNERSHIPS

DEFINING CHARACTERISTIC 3A: The school division believes that parent engagement is critical to student success.

GOAL 3.A.1 By 2013, 100 % of school volunteers surveyed will indicate satisfaction with their volunteer experience.

BASELINE DATA To be determined STRATEGY PERSON(S)





STATUS

Strategy 3.A.1.a: Develop an online system for registering/tracking school volunteers.

Director of Program

Evaluation


None None

Strategy 3.A.1.b: Create an on-line survey to be given prior to the end of each school year.

Director of Program

Evaluation


None None

Strategy 3.A.1.c: Develop a division-wide volunteer recognition program.

Public Information

Office


Cost of awards None

Strategy 3.A.1.d: Review the survey results, identify areas of needed improvement.

School Administrative

Staff


None None

Strategy 3.A.1.e: Provide training for volunteers. Principals Begin: 2011-12 Complete: 2012-13

None None



DEFINING CHARACTERISTIC 3A: The school division believes that parent engagement is critical to student success.

GOAL 3.A.2 By 2014, 80% of stakeholders will “strongly agree” or “agree” on a division survey that their opinions are considered when important school decisions are made..

BASELINE DATA 34% of students agree or strongly agree that others’ opinions are considered when decisions are made. 51% of parents agree or strongly agree that others’ opinions are considered when decisions are made. 58% of teachers and administrators agree or strongly agree that others’ opinions are considered when decisions are made. 50% of support staff agree or strongly agree that others’ opinions are considered when decisions are made. STRATEGY PERSON(S)





STATUS

Strategy 3.A.2.a: Administer a comprehensive, biennial school climate survey to parents and business partners.

Director of Program

Evaluation


None None

Strategy 3.A.2.b: Analyze results of school climate survey, and develop strategies to improve areas of concern.

Director of Program

Evaluation


None None

Strategy 3.A.2.c: Create a focus group to examine the issues, identify school decisions for stakeholder involvement, and develop means for stakeholder input into the issues.

Executive Director of

Curriculum and Instruction


None None



DEFINING CHARACTERISTIC 3B: The school division supports the development of productive and positive partnerships with businesses and the greater community.

GOAL 3.B.1 By 2013, there will be an increase of 25% per year in the number of high school students who participate in business mentorship or co-op programs.

BASELINE DATA To be determined STRATEGY PERSON(S)





STATUS

Strategy 3.B.1.a: Extend Current Mentorship Program to include all students grade 9-12.

Director of CTE Begin: 2009-10 Complete: 2013-14

Recruitment materials

District mentorship coordinator

Strategy 3.B.1.b: Maintain and increase co-op programs in appropriate instructional areas.

Director of CTE Begin: 2009-10 Complete: 2013-14

None

Maintain accurate staffing

and fill any requirements




GOAL 3.B.2 By 2014, 80% of students will “strongly agree” or “agree” that the work they do in school is challenging.

BASELINE DATA 70% of students agree or strongly agree that teachers have high expectations for student learning 75% of parents agree or strongly agree that teachers have high expectations for student learning 86% of teachers and administrators agree or strongly agree that they have high expectations for student learning 77% of support staff agree or strongly agree that teachers have high expectations for student learning STRATEGY PERSON(S)





STATUS

Strategy 3.B.2.a: Teachers will provide continuous, meaningful feedback to students that will help them improve their learning.

Director of Program

Evaluation


None None

Strategy 3.B.2.b: Teacher lesson planning will include opportunities for students to use higher-level thinking skills.

Director of Program

Evaluation


None None




GOAL 3.B.3 By 2014, all schools will have at least 3 business/community partnerships focused on improving student achievement.

BASELINE DATA Of the 31 schools in the district, 21 have three business/community partnerships focused on student achievement. STRATEGY PERSON(S)





STATUS

Strategy 3.B.3.a: Identify schools without a current business/community partnership and assist those schools with establishing business or community partnerships, focused on improving student achievement.

Director of Public

Information


None

None

Strategy 3.B.3.b: Share successful models with schools via internet and other tools.

Director of Public

Information


None

None


PRIORITY # 4 SUPPORTIVE ORGANIZATIONAL STRUCTURES

DEFINING CHARACTERISTIC 4A: The school division attracts and retains high quality professionals

GOAL 4.A.1 By 2014, 80 % of stakeholders will “strongly agree” or “agree” that they are treated with respect, regardless of race, religion, gender, or economic status.

BASELINE DATA 58% of students agree or strongly agree that all students and staff are treated with respect 77% of parents agree or strongly agree that all students and staff are treated with respect 83% of support staff agree or strongly agree that all students and staff are treated with respect STRATEGY PERSON(S)





STATUS

Strategy 4.A.1.a: Identify reasons students do not believe they are treated with respect, regardless of race, religion, gender or economic status.

Exec. Director of Curriculum

and Instruction


To be determined None

Strategy 4.A.1.b: Analyze the results of the school climate survey and develop strategies.

Director of HR Begin: 2009-10 Repeat: 2010-11

Increase funding in areas as

determined by survey

None

Strategy 4.A.1.c: Create a mentor program for new administrators.

Director of HR Begin: 2009-10 Complete: 2011-12


Strategy 4.A.1.d: Expand the mentoring plan to increase the retention for teachers in his/her first three years.

Director of HR Begin: 2009-10 Complete: 2011-12




DEFINING CHARACTERISTIC 4A: The school division attracts and retains high quality professionals

GOAL 4.A.2 By 2010, establish a comprehensive safety program for all employees to reduce the number of worker’s compensation claims by 50%.

BASELINE DATA During the 2006-07 school year, 9.58% of Spotsylvania County School employees filed a workman’s compensation claim. STRATEGY PERSON(S)





STATUS

Strategy 4.A.2.a: Identify areas of risk or safety hazards.

Director Human

Resources


None None

Strategy 4.A.2.b: Review baseline data and implement safety programs where needed.

Director Human

Resources


None None

Strategy 4.A.2.c: Review the safety program annually to determine if revisions need to be implemented.

Director of Human

Resources



Strategy 4.A.2.d: Provide annual safety training for all employees.

Director of Human

Resources


None None



DEFINING CHARACTERISTIC 4B: The school division ensures that all available resources are directed toward organizational efficiency

GOAL 4.B.1 By 2012, align financial, human, and material resources effectively.

BASELINE DATA-Budget Review Committee Process (Baseline: FY 2009) -Budget Documents (Baseline: FY 2009 Documents) -Non-Categorical Funding (Baseline: FY 2009) -School-Based Allocation Formula (Baseline: FY 2009 Formula) -Staffing Standards (Baseline: FY 2009 Standards) STRATEGY PERSON(S)





STATUS

Strategy 4.B.1.a: Evaluate the efficacy of the Budget Process.



Re-allocations may be necessary

Re-allocations may be

necessary

Strategy 4.B.1.b: Evaluate the efficacy of the school-based allocations formula and staffing standards.




Re-allocations may be

necessary

Strategy 4.B.1.c: Evaluate the efficacy of self-insured vs. fully insured health insurance.




Hire an insurance

compliance technician

Strategy 4.B.1.d: Implement the most efficient means of providing health insurance.



Potential cost savings

None




GOAL 4.B.2 By 2014, streamline accounting functions and improve effectiveness.

BASELINE DATA Budget Review Committee Process (Baseline: FY 2009); “Single Audit” (Baseline: FY 2007 Documents); School Activity Fund Audit (Baseline: FY 2007); School Activity Fund Accounting Manual (Baseline: FY 2008 Document); Financial Statement Audit (Baseline: FY 2007) STRATEGY PERSON(S)





STATUS

Strategy 4.B.2.a: Strengthen internal controls across the school division.



Annual salary and benefits

Internal Auditor

Strategy 4.B.2.b: Improve financial systems software.



Software, Training,

Programming

None




GOAL 4.B.3 By 2013, increase level of funding from competitive grants and business partnerships by 10% annually.

BASELINE DATA Current partnership revenue is approximately $20,000.00. The Spotsylvania Education Foundation contributes approximately $40,000.00 per year. Current funding from competitive grants is to be determined. STRATEGY PERSON(S)





STATUS

Strategy 4.B.3.a: Determine the current funding for competitive grants

Chief Financial Officer;

Coordinator of Media Services


None None

Strategy 4.B.3.b: Seek new sources of revenue. Chief Financial Officer;

Coordinator of Media Services


Annual salary and benefits;

Hire Grant Writer

None


PRIORITY # 4 SUPPORTIVE ORGANIZATIONAL STRUCTURES DEFINING CHARACTERISTIC 4B: The school division ensures that all available resources are directed toward

organizational efficiency

GOAL 4.B.4 By 2014, develop a long-range financial plan supportive of the expectations outlined in Government Accounting Standards Board Statement 45 (GASB 45).

BASELINE DATA Currently, there is no long-range plan. STRATEGY PERSON(S)





STATUS

Strategy 4.B.4.a: Monitor the school division’s GASB 45 “Post Employment Benefits” liability through biannual actuarial studies.



Costs would decrease

Outsourcing other functions

which would reduce the number of

employees who receive

retirement benefits

Strategy 4.B.4.b: Identify alternatives to reducing “Post Employment Benefits” liability.



To be determined

To be determined

Strategy 4.B.4.c: Seek and obtain financial resources to fund the liability and formulate a funding strategy plan in collaboration with the county Board of Supervisors and staff.



Identify innovative

strategies for funding the

liability which may involve

reallocation of existing funds

None

Strategy 4.B.4.d: Develop a plan to communicate GASB 45 “Post Employment Benefits” information to stakeholders in a simple and effective way.



None None


Appendix A STRATEGIC PLAN PARENT SURVEY

NUMBER OF SURVEY RESPONDENTS ELEMENTARY MIDDLE HIGH DIVISION

2416 690 223 3329 COMPARISON OF ELEMENTARY, MIDDLE, HIGH, AND DIVISION SURVEY RESPONSES

Goal 1: Increase student success rates and improve the quality of curriculum and instruction (questions 1-3).

1. My child’s school has adequate space and ample resources.

2. My child’s education is challenging, preparing him/her for the future.

3. Meeting No Child Left Behind requirements are important to me.

556065707580

76 7264

74

% Strongly Agree/Agree

65707580859086

7582 83


020406080

70 58 56 67



Goal 2: Improve the quality of communication (questions 4-8).

4. I use the school divisions’ Web site to find information.

5. I watch Channel 18/36 to find information about the school division.

6. I read the division publications.

626466687072 67 6671

67


303540 37

3440

36


46485052

5149

52 50



7. The telephone auto-dialer system informs me of important events.

8. I read the emails sent from my child’s school.

Goal 3: Emphasize planning (short-term and long-term) as an integral component of all school division functions for effectiveness of services (question 9).

9. Long-range planning can help a school division improve student learning.

5055606570 57

6661 60


556065707580 66 72 7968


758085

8579

84 84



Goal 4: Attract, train, maintain, and retain a high quality staff (questions 10-12).

10. Over the years, my child has had teachers who care about my child’s learning.

11. Over the years, my child’s teachers have had high expectations for his/her learning.

12. I am welcome at my child’s school.

0.00%20.00%40.00%60.00%

Stro

ngly

…Ag

ree

No …

Disa

gree

Stro

ngly

…O

ther

59.69%

23.59%

5.13% 2.32% 2.69% 6.58%

% Responses

7476788082

8277

81 81


75808590

8881 85 86



References

Barr, R. & Parrett, W. (2007). The Kids Left Behind: Catching up the Underachieving Children of Poverty. Solution Tree (formerly National Educational Service), Bloomington IN.

Barr, R. & Parrett, W. (2008). Saving Our Students Saving our Schools. Solution Tree (formerly National Educational Service), Bloomington IN.

Barton, P. (2003). Parsing the Achievement Gap: Baselines for Tracking Progress. Educational Testing Service, Policy Information Report, October.

Bransford, J., Brown, A., & Cocking, R. (1999). How People Learn: Brain, Mind, Experience, and School. The National Academies Press, Washington, D. C.

Cawelti, G. & Protheroe, N. (2001). High Student Achievement: How Six School Districts Changed into High-Performance Systems. Educational Research Service.

Chadwick, K. G. (2004). Improving Schools Through Community Engagement: A Practical Guide for Educators. Corwin Press, Thousand Oaks, CA.

Hecker, D. E. (2005, November). Employment Outlook: 2004-14. Monthly Labor Review, 128(11), 70 – 101.

Henderson, A., & Mapp, K. (2002). A New Wave of Evidence: The Impact of School, Family, and Community Connections on Student Achievement. Austin, TX: Southwest Educational Development Laboratory.

McLaughlin, M. & Talbert, J. (2003). Reforming Districts: How Districts Support School Reform. Center for the Study of Teaching and Policy, University of Washington, PR/Award Number R308B9700003, September.

National Center for Education Statistic (2002). Yearly Income Based on Educational Level. Washington, DC: U.S. Department of Education, Office of Educational Research and Improvement.

O’Neal, J. (2000). SMART Goals, SMART Schools. Educational Leadership, February, pp. 46-50. Standards for Technological Literacy, Content for the Study of Technology (2000). International Technology Education Association. Available at: www.iteawww.org

Visher, Emanuel, & Teitelbaum (1999). Adapting School Organization to Promote Student Success. The Education Alliance. Brown University (http://www.alliance.brown.edu).


FINANCIAL INFORMATION

The Financial Section highlights Spotsylvania County Public School’s budget overview, revenue and expenditure summaries for all funds, FTE summary data, and revenue and expenditure highlights. This section also includes expenditure data by department, by grant and by school. In addition, this section includes revenue and expenditure data for the latest Capital Improvement Plan. Other information provided in this section is consistent with the financial requirements set forth by ASBO and GFOA.

Section Contents

Budget Overview Revenue Highlights Expenditure Highlights Expenditure Summary by Generic Objects – All Funds Expenditures – All Funds by Category Expenditure Summary by Sub-Function – All Funds Expenditure by Object – Fund 5 Only less CIP Full Time Equivalent Information (FTE) Operating Budget Revenue Highlights Operating Budget Expenditure Highlights A List of Unapproved Budget Requests Retiree Health Insurance GASB 45 Fund Statements Fund Balance Operating Budgets by Department Supplemental Schedules School Based Allocations Budgets Grant Programs Capital Improvement Plan



Budget Overview

Spotsylvania County Public Schools like other school divisions across the nation have faced unprecedented revenue declines over the last few years due to the most serious national recession in the past 70 years. Despite the challenging economic times, the school division has remained focused on ensuring that every student in the division has the opportunity to succeed academically. From 2009 to the present, the school division’s cumulative budget shortfall exceeded $40 million. To strategically address the continuous budget shortfalls, the School Board utilized a tiered reduction approach for past budget cycles. Tier One through Tier Six reductions were executed as a part of the FY 2010 and FY 2011 budgets. Some of the major FY 2010 and FY 2011 tier reductions included eliminating vacant positions, eliminating categories of positions, aligning staffing standards to reflect the decline in student enrollment, reducing debt service expenditures by eliminating the issuance of bonds, eliminating programs (elementary Spanish, etc.), after-school activity buses, and instituting athletic fees. The Adopted Budget for FY 2012 included several similar reductions, such as reducing non-compensation budget accounts and eliminating 41 positions. In the absence of implementing a Retirement Opportunity Program (ROP) and receiving stimulus funding from the state and the federal governments and support from the local governing body, the severity of reductions would have been much more detrimental. Overall, over the last few budgets, the school division has eliminated 320 positions primarily through attrition, increased class sizes above desired levels, and reduced programs and services for students. For FY 2014, the operating budget declined by $2.9 million. However, the FY2015 budget, less capital projects increased by $5.9 million. As the FY 2015 budget was developed, many factors impacted the overall expenditure level. Some of the factors included: health benefit plan provisions, student enrollment; staffing ratios at the elementary and secondary schools; including special education services; formula-based allocations for schools; the change in employee retirement benefits, increase of net 8 positions; and changes in the cost of doing business, such as utilities, fuel, maintenance and repair contracts.

Overall, the FY 2015 budget is focused on maintaining the school division’s current momentum toward high performance and serving students. Despite the slow economic recovery and a flat student enrollment trend, the School Board’s challenge is to continue providing sustainable programs and services to ensure quality education, and to do so efficiently and effectively.

The School Board and administration will continue to set priorities to do those things that are most important in educating the students in our community - hire and retain highly qualified teachers and employees, provide sound finances, uphold excellent safety procedures, and maintain quality schools.



FY 2015 Budget Overview by Revenues and Expenses – All Funds

FY11 FY12 FY13 FY14 FY15 $ % Actual Actual Actual Adopted Budget Adopted Budget Variance Change

Revenue

STATE SALES TAX 22,470,531$ 23,246,513$ 22,980,748$ 23,817,577$ 23,670,197$ (147,380)$ (0.6%)

STATE FUNDS TOTAL 83,512,791 88,577,145 98,331,685 97,250,760 102,393,840 5,143,080 5.3%Subtotal 105,983,322$ 111,823,658$ 121,312,433$ 121,068,337$ 126,064,037$ 4,995,700$ 4.1%

FEDERAL FUNDS 20,524,750 16,579,223 17,072,530 13,418,650 13,622,706 204,056 1.5%


OTHER FUNDS 11,744,207 10,353,626 10,360,159 11,865,914 11,196,686 (669,228) (5.6%)

LOANS, BONDS, ETC* 2,662,721 4,439,116 9,312,412 12,186,631 7,739,145 (4,447,486) (36.5%)

Subtotal 151,324,543$ 147,456,440$ 197,860,256$ 153,051,534$ 148,973,876$ (4,077,658)$ (2.7%)

Grand Total 257,307,865$ 259,280,097$ 319,172,690$ 274,119,871$ 275,037,913$ 918,042$ 0.3%

*Excludes CIP Fund Balance Amounts

FY11 FY12 FY13 FY14 FY15 $ % Actual Actual Actual Adopted Budget Adopted Budget Variance Change

Expenditures

INSTRUCTION 159,419,681$ 159,008,165$ 170,992,894$ 170,957,008$ 177,755,934$ 6,798,926$ 4.0%

ADMINISTRATION 8,063,325 8,133,982 8,726,731 8,856,276 9,235,942 379,666 4.3%

TRANSPORTATION 16,637,699 17,586,266 17,994,103 18,903,485 19,457,060 553,575 2.9%

MAINTENANCE 20,895,952 20,394,323 20,535,161 20,899,735 21,215,896 316,161 1.5%


TECHNOLOGY 8,090,025 7,337,439 7,299,970 6,800,949 7,317,194 516,245 7.6%

DEBT SERVICE 31,957,290 30,453,789 72,399,359 25,582,348 22,897,604 (2,684,744) (10.5%)

FOOD SERVICE 9,218,664 9,381,361 8,878,892 9,933,439 9,419,138 (514,301) (5.2%)Subtotal 258,600,099$ 257,577,959$ 315,102,520$ 274,119,871$ 275,037,913$ 918,042$ 0.3%Grand Total 258,600,099$ 257,577,959$ 315,102,520$ 274,119,871$ 275,037,913$ 918,042$ 0.3%


Expenditure Summary - All Funds



Revenue Highlights

The School Board Adopted FY 2015 Revenue Budget for all funds totals $275,037,913, an increase of $918,042 or 0.3% more than the FY 2014 Adopted revenues budget. The total revenues budget consists of six revenue sources: state sales tax, other state funds, federal funds, city-county funds, other funds, and loans and bonds funds.

The primary sources of revenue for SCPS are State Funds and City-County appropriations. State RevenuesThe combined State Sales Tax and other State Funds, represents approximately 45.8% of SCPS’s FY 2015 revenues. Also, the chart on the following page shows State funds increased by a net total of $4,995,700 or 4.1%.

Federal RevenuesFederal funds total $13,622,706, an increase of $204,056 or 1.5% from FY 2014 to FY 2015. This increase is due to increase in the number of free and reduced meal claim reimbursements. The majority of federal funds are entitlement grants which are restricted. Federal revenues represent 5.0% of SCPS’s FY 2015 revenues.

City-County (Local) RevenuesThis budget includes a City-County appropriation of $116,415,339, which excludes the Bridges grant of $115,568. This amount is an increase of $835,000. The City-County’s appropriation to Schools is approximately 42.3% of the SCPS’s total budget in FY 2015.

Other RevenuesOther revenues are projected to be $11,196,686, a decrease of $669,228 or 5.6%. The increase is primarily due to an anticipated decrease in Food Service Cafe Sales. Other revenues represent 4.1% of SCPS’s total budget in FY 2015.

Loans and Bonds RevenuesLoans and bonds revenues total $7,739,145, a decrease of $4,447,486 or 36.5% in FY 2015. This decrease is due to the deferment of capital improvement projects. Loans and bonds revenues represent 2.8% of SCPS’s total budget in FY 2015.

FY 2015 Expenditure Summary by Generic Objects - All Funds



Variance Change

Revenue

STATE SALES TAX State$ 22,470,531 $ 23,246,513 $ 22,980,748 $ 23,817,577 $ 23,670,197 $ (147,380) (0.6%)


SubtotalState$ 105,983,322 $ 111,823,658 $ 121,312,433 $ 121,068,337 $ 126,064,037 $ 4,995,700 4.1%

FEDERAL FUNDS Other 20,524,750 16,579,223 17,072,530 13,418,650 13,622,706 204,056 1.5%


OTHER FUNDS 11,744,207 10,353,626 10,360,159 11,865,914 11,196,686 (669,228) (5.6%)

LOANS, BONDS, ETC 2,662,721 4,439,116 9,312,412 12,186,631 7,739,145 (4,447,486) (36.5%)

SubtotalOther$ 151,324,543 $ 147,456,440 $ 197,860,256 $ 153,051,534 $ 148,973,876 $ (4,077,658) (2.7%)

Grand Total $ 257,307,865 $ 259,280,097 $ 319,172,690 $ 274,119,871 $ 275,037,913 $ 918,042 0.3%




State Funds 45.8%

Federal Funds 5.0%

City-County Funds 42.3%

Other Funds 4.1%

Loans & Bonds 2.8%




Expenditure Highlights

This approved budget for all funds is $275,037,913 of which 74.9% or $205,980,498 is compensation and benefits and 25.1% or $69,057,415 is non-compensation. For all funds, the approved generic object budget is as following:

Salaries/Wages The adopted salaries/wages budget is $142,926,950, which includes an increase of $2,631,100 or 1.9%. Thisincrease is due to providing an employee compensation increase.

Employee BenefitsThe adopted employee benefits budget is $63,053,548, which includes an increase of $5,645,122 or 9.8%. The majority of this budget increase is associated with increases in VRS, GLI, and health insurace costs.

Purchased ServicesThe adopted purchased services budget is $23,060,552, which includes a decrease of $1,300,428 or (5.3%). This decrease is primarily due to deferrment of capital projects.

Other ChargesThe adopted other charges budget is $10,800,258, which includes a $402,138 increase or 3.9%. This increase is due to projected increase in electricity costs.

Materials & SuppliesThe adopted materials & supplies budget is $9,665,334, which reflects a $569,859 increase or 6.3% from the FY 2014 Adopted budget. This decrease is due to reallocation of funds.

Capital OutlayThe adopted capital outlay budget is $2,665,667, a decrease of $3,150,543 or 54.2%. This decrease is primarily due to deferrment of capital projects.

Debt ServiceThe adopted debt service budget is $22,865,604, which reflects a decrease of $2,684,744 or (10.5%). The decrease in debt service in FY 2015 is due to paying off debt.





Variance Change

1000 SALARIES/WAGES $ 135,638,808 $ 134,634,433 $ 138,323,343 $ 140,295,850 $ 142,926,950 $ 2,631,100 1.9%

2000 EMPLOYEE BENEFITS 48,847,180 49,978,746 59,549,663 57,408,426 63,053,548 5,645,122 9.8%Total $ 184,485,988 $ 184,613,179 $ 197,873,006 $ 197,704,276 $ 205,980,498 $ 8,276,222 4.2%


5000 OTHER CHARGES 9,394,417 9,621,227 9,319,986 10,398,122 10,800,258 402,136 3.9%


8000 CAPITAL OUTLAY 826,877 1,330,271 3,400,209 5,816,210 2,665,667 (3,150,543) (54.2%)

9000 DEBT SERVICES 31,622,676 30,433,628 72,378,009 25,550,348 22,865,604 (2,684,744) (10.5%)

9000 HOLDBACK - - - 1,194,445 - (1,194,445) (100.0%)Total $ 74,114,111 $ 72,964,779 $ 117,229,514 $ 76,415,595 $ 69,057,415 $ (7,358,180) (9.6%)

Grand Total $ 258,600,099 $ 257,577,959 $ 315,102,520 $ 274,119,871 $ 275,037,913 $ 918,042 0.3%

Expenditure Summary by Generic Objects - All Funds

Salaries/Benefits 74.9%

Purchased Services

8.4%

Other Charges

3.9%


Capital Outlay 1.0%

Debt Service

8.3%

Expenditure Summary by Generic Objects





Variance Change

Expenditures

INSTRUCTION $ 159,419,681 $ 159,008,165 $ 170,992,894 $ 170,957,008 $ 177,755,934 $ 6,798,926 4.0%

ADMINISTRATION 8,063,325 8,133,982 8,726,731 8,856,276 9,235,942 379,666 4.3%

TRANSPORTATION 16,637,699 17,586,266 17,994,103 18,903,485 19,457,060 553,575 2.9%

MAINTENANCE 20,895,952 20,394,323 20,535,161 20,899,735 21,215,896 316,161 1.5%


TECHNOLOGY 8,090,025 7,337,439 7,299,970 6,800,949 7,317,194 516,245 7.6%

DEBT SERVICE 31,957,290 30,453,789 72,399,359 25,582,348 22,897,604 (2,684,744) (10.5%)

FOOD SERVICE 9,218,664 9,381,361 8,878,892 9,933,439 9,419,138 (514,301) (5.2%)Subtotal $ 258,600,099 $ 257,577,959 $ 315,102,520 $ 274,119,871 $ 275,037,913 918,042 0.3%

Grand Total $ 258,600,099 $ 257,577,959 $ 315,102,520 $ 274,119,871 $ 275,037,913 $ 918,042 0.3%

Expenditure Summary - All Funds by Category

Instruction 64.6%

Administration 1.7%

Attendance & Health 1.7%

Transportation 7.1%

Maintenance 7.7%

Capital Projects

2.8%

Technology 2.7%

Debt Service

8.3%

Food Service

3.4%

Expenditure Summary by Category



Fund Statements

The School Board Adopted Budget for FY 2015 for all funds totals $275,037,913 an increase of $918,042 or 0.3% more than the FY 2014 Adopted Budget. The total budget consists of six funds for which operating and capital expenditures are accounted for in the same fund by differentiating budget codes.

Fund 1 – Commonwealth Governor’s School (CGS) Fund accounts for a regional program that serves gifted students from the school districts of Caroline, King George, Spotsylvania, and Stafford. The FY 2015 adopted budget of $2,026,989 includes a 1% COLA and STEP increase for all employees. Separately, the local budget equals $961,573 and the State Budget equals $1,065,416.

Fund 2 – Rappahannock Regional Juvenile Detention Center (RRJDC) Fund accounts for activity associated with providing detained youth a quality education and the skills necessary to transition from the program into their regular school. The FY 2015 adopted budget is $1,058,837, a decrease of $95,799. This decrease is due to a budget reduction of one FTE by the State after the FY 2014 budget was adopted.

Fund 3 – Food Service Fund provides for all of food service’s operating and administrative costs, which are primarily supported by federal, state, and café sales revenues. The FY 2015 adopted budget is $9,530,213, a decrease of $514,152 from the FY 2014 adopted budget. This decrease is primarily due to an anticipated decrease in Cafe Sales revenue. The FY 2015 adopted budget provides a 1% COLA and STEP increase for all SCPS food service employees.

Fund 4 – Regional Adult Education Fund accounts for the two adult education programs, which are the Rappahannock Area Regional Adult Education (RARAE) Program and the Apprenticeship Education (AE) Program. The FY 2015 adopted budget of $770,226, an increase of $42,830, which includes a 1% COLA and STEP increase.

Fund 5 – Operating Fund provides for the day-to-day operation of the school division and debt service payments. It is the largest fund which totals $251,360,619.

Fund 5 – Capital Project Fund includes funds borrowed through the Virginia Public School Authority (VPSA), Literary Fund loans, Economic Development Authority (EDA) bonds, Qualified School Construction Bonds (QSCB), and bonds issued as a result of the local bond referenda. The FY 2015 adopted budget of $7,739,145 includes a decrease of $4,447,486.

Fund 7 – Fleet Service Fund provides for the day-to-day operations of the Joint Fleet Maintenance Facility with the County. The FY 2015 adopted budget is $2,551,884, an increase of $46,349 over the FY 2014 adopted budget. The FY 2015 adopted budget includes a 1% COLA and STEP increase.



Fund 1 Fund 2 Fund 3 Fund 4 Fund 5 Fund 5 Fund 7Governor's Detention Food Regional CIP Operating Fleet

Function Description School Center Service Adult Ed Services Total

1100 CLASSROOM INSTRUCTION 1,883,955$ 858,217$ - 768,226$ - 140,447,474$ - 143,957,872$ 1200 INSTRUCT SUPPORT-STUDENT - - - - - - - -1210 GUIDANCE SERVICES - - - - - 6,002,616 - 6,002,6161220 SCHOOL SOCIAL WORKERS SVC - - - - - 1,389,628 - 1,389,6281230 HOMEBOUND INSTRUCTION - - - - - 182,990 - 182,9901300 INSTRUCT SUPPORT STAFF - - - - - - - -1310 IMPROVEMT OF INSTRUCTION - - - - - 6,705,521 - 6,705,5211311 GUIDANCE SERVICES - - - - - 32,183 - 32,1831312 TESTING SERVICES - - - - - 38,916 - 38,9161315 COMMUNITY RELATIONS - - - - - - - -1320 MEDIA SERVICES - - - - - 4,615,660 - 4,615,6601400 INSTRUC SUPPORT-SCH ADMIN - - - - - 68,491 - 68,4911410 OFFICE OF THE PRINCIPAL - 200,620 - 2,000 - 14,559,437 - 14,762,0572110 BOARD SERVICES - - - - - 236,843 - 236,8432120 EXECUTIVE ADMIN SERVICES - - - - - 1,003,181 - 1,003,1812130 PUBLIC INFORMATION - - - - - 461,827 - 461,8272140 HUMAN RESOURCES - - - - - 1,377,033 - 1,377,0332150 PLANNING SERVICES - - - - - 87,867 - 87,8672160 FISCAL SERVICES - - - - - 1,283,411 - 1,283,4112170 PURCHASING - - - - - 159,639 - 159,6392190 MANAGEMENT INFO SYSTEMS - - - - - - - -2200 ATTENDANCE & HEALTH SVCS - - - - - - - -2210 ATTENDANCE SERVICES - - - - - - - -2220 HEALTH SERVICES - - - - - 3,758,950 - 3,758,9502230 PSYCHOLOGICAL SERVICES - - - - - 867,191 - 867,1913100 TRANSP - MGMT & DIRECTION - - - - - 1,310,142 - 1,310,1423200 VEHICLE OPERATION SVCS - - - - - 13,657,358 - 13,657,3583400 VEHICLE MAINTENANCE SVCS 3,700 - - - - 1,933,976 2,551,884 4,489,5604100 MAINT - MGMT & DIRECTION - - - - - 842,058 - 842,0584200 BUILDING SERVICES - - 44,075 - - 19,529,684 - 19,573,7594300 GROUNDS SERVICES - - - - - 163,310 - 163,3104400 EQUIPMENT SERVICES - - 67,000 - - 330,270 - 397,2704500 VEHICLE SERVICES - - - - - 239,499 - 239,4995100 SCHOOL FOOD SERVICES - - 9,419,138 - - - - 9,419,1386500 BLDG ACQ & CONSTR SVCS - - - - 7,739,145 - - 7,739,1456810 TECHNOLOGY - CLASSROOM 26,000 - - - - 984,000 - 1,010,0006820 TECHNOLOGY -INSTRUCT. SUP 113,334 - - - - 4,933,622 - 5,046,9566830 TECHNOLOGY-ADMINISTRATION - - - - - 946,052 - 946,0526850 TECHNOLOGY-TRANSPORTATION - - - - - 207,052 - 207,0526860 TECHNOLOGY-MAINTENANCE - - - - - 107,134 - 107,1346870 TECHNOLOGY - FOOD SERVICE - - - - - - - -7100 DEBT SERVICE - - - - - 22,897,604 - 22,897,604

Grand Total 2,026,989$ 1,058,837$ 9,530,213$ 770,226$ 7,739,145$ 251,360,619$ 2,551,884$ 275,037,913$

Expenditure Summary by Sub-Function - All Funds

The division’s five largest Fund 5 Operating function expenditure line items include:

• Classroom Instruction at $140,447,474 • Debt Service at $22,897,604 • Building Services at $19,529,684 • Office of the Principal at $14,559,437 • Vehicle Operation Services at $13,657,358

These line items represent $211,091,557 or 84% of the operating budget.



FY14 FY15 $ %

Object Adopted Budget

Adopted Budget Variance Change

1110 COMP OF DIRECTORS $ 1,855,901 $ 1,877,202 21,300 1.1%

1111 COMP OF BOARD MEMBERS 84,000 84,000 - 0.0%

1112 COMP OF SUPERINTENDENT 170,000 170,000 - 0.0%

1113 COMP OF ASST SUPTS 269,809 274,406 4,596 1.7%

1115 TRAVEL ALLOWANCE 14,400 14,400 - 0.0%

1116 RECERTIFICATION SPCLST 80,265 83,095 2,830 3.5%

1117 SPECIALISTS 246,920 257,528 10,608 4.3%

1121 COMP OF TEACHERS 91,648,069 93,353,497 1,705,432 1.9%

1123 COORDINATOR 748,763 772,152 23,389 3.1%

1124 COMP OF INST SUPERVISORS 176,879 270,345 93,466 52.8%

1126 COMP OF PRINCIPALS 3,473,966 3,561,923 87,957 2.5%

1127 COMP OF ASS'T PRINCIPALS 2,973,838 3,023,583 49,745 1.7%

1130 COMP-PROF SUPV PERSONNEL 1,244,517 1,176,131 (68,386) (5.5%)

1131 COMP OF SCHOOL NURSES 1,391,778 1,417,609 25,831 1.9%

1132 COMP OF PSYCHOLOGISTS 582,467 601,009 18,542 3.2%

1134 COMP OF SOCIAL WORKERS 824,400 826,724 2,324 0.3%

1135 SUPERVISOR 63,632 65,636 2,004 3.1%

1136 SUPERVISOR - MAINTENANCE 88,439 90,115 1,676 1.9%

1139 COMP OF THERAPISTS 559,970 553,042 (6,928) (1.2%)

1140 COMP-TECHNICAL PERSONNEL 1,325,682 1,435,632 109,950 8.3%

1141 COMP OF TEACHER ASS'TS 8,460,425 8,576,423 115,998 1.4%

1142 COMP-HEALTH/SAFETY OFFICE 254,074 261,796 7,722 3.0%

1145 COMP OF CAFETERIA WORKERS 613,155 605,948 (7,207) (1.2%)

1146 NURSE PRACTITIONER 105,910 107,719 1,809 1.7%

1147 EDUCATIONAL DIAGNOSTICIAN 139,620 144,543 4,923 3.5%

1150 COMP OF CLERICAL STAFF 5,633,232 5,762,031 128,801 2.3%

1161 COMP OF MAINT EMPLOYEES 2,319,988 2,393,726 73,738 3.2%

1165 COMP OF MECHANICS 658,712 677,438 18,726 2.8%

1170 DRIVER PAY 4,956,378 5,098,434 142,056 2.9%

1191 COMP OF CUSTODIANS 2,326,195 2,387,778 61,584 2.6%

1260 COMP OF MECHANICS - O/T 3,500 3,500 - 0.0%

1261 COMP OF MAINTENANCE - O/T 68,000 68,000 - 0.0%

1282 DRIVER OVER 20 HOURS 886,103 835,908 (50,195) (5.7%)

1284 DRIVER OVER 40 HOURS 10,000 10,000 - 0.0%

1285 AIDES OVER 20 HOURS 143,831 143,831 - 0.0%

1286 AIDES OVER 40 HOURS 3,000 3,000 - 0.0%

1287 NON-CONTRACT DRIVER > 20 2,000 2,000 - 0.0%

1288 NON-CONTRACT DRIVER > 40 - - - 0.0%

1290 CUSTODIANS/OVERTIME/SUBS 44,063 44,063 - 0.0%

1291 OVERTIME-FLSA 70,000 70,000 - 0.0%

1293 NON-CONTRACT AIDES > 20 - - - 0.0%

1294 NON-CONTRACT AIDES > 40 - - - 0.0%

1321 COMP OF HOMEBOUND TCHRS 107,575 107,575 - 0.0%

1339 THERAPISTS - PART-TIME 45,600 45,600 - 0.0%

1340 DRIVER AIDE 499,657 536,617 36,960 7.4%

1350 CLERICAL - PART-TIME 47,281 47,281 - 0.0%

1361 MAINTENANCE - SUMMER 109,504 148,504 39,000 35.6%

1520 COMP OF SUB TEACHERS 2,036,190 1,974,742 (61,448) (3.0%)

1521 COMP-NURSING SUBSTITUTE 60,438 60,438 - 0.0%

1540 CLERICAL - SUBS/OVERTIME 34,359 34,359 - 0.0%

Expenditures by Object - All Funds Less CIP



FY14 FY15 $ %



1544 NON-CONTRACTED DRIVER $ 92,400 $ 92,400 - 0.0%

1545 NON-CONTRACTED BUS AIDE 2,500 2,500 - 0.0%

1600 COMP - SUPPLEMENTS 1,349,101 1,336,695 (12,406) (0.9%)

1610 SUPPLEMENTAL PAY 1,304,236 1,350,944 46,708 3.6%

1611 SUPP PAY/SUMMER ENRICHMT 3,000 3,000 - 0.0%

1620 NON-CONTRACTED COMP 6,128 6,128 - 0.0%

1630 FACILITY USE - OVERTIME 76,000 76,000 - 0.0%

1998 BONUS - ONE TIME - - - 0.0%

2100 FICA 10,085,295 10,294,407 209,104 2.1%

2210 VRS (PLAN 1 & 2) 16,464,428 18,730,263 2,265,832 13.8%

2300 HOSPITALIZATION 23,791,891 24,489,585 697,683 2.9%

2301 RETIREE HEALTH INSURANCE 2,987,664 2,987,664 - 0.0%

2303 RETIREE PRESCRI DRUG PROG 516,823 733,968 217,145 42.0%

2310 DENTAL INSURANCE 1,415,795 1,429,762 13,965 1.0%

2311 RETIREE DENTAL INSURANCE 171,113 171,113 - 0.0%

2400 GROUP LIFE INSURANCE 1,556,690 1,759,496 202,802 13.0%

2402 OPTIONAL GROUP LIFE - - - 0.0%

2500 DISABILITY INS (PLAN 1&2) - 466,534 466,532 0.0%

2705 SUPERINTENDENT'S ANNUITY 10,000 10,000 - 0.0%

2710 ANNUITY FOR NON-VRS EMP. 36,000 36,000 - 0.0%

2750 RETIREE HEALTH CREDIT - 1,461,504 1,461,503 0.0%

2800 RETIREE SICK LEAVE PAY 120,833 120,571 (262) (0.2%)

2810 ANNUAL LEAVE PAYOFF 248,842 362,681 113,839 45.7%

2811 MAKE WHOLE PROVISION - - - 0.0%

2812 ROP INCENTIVE 3,052 - (3,052) (100.0%)

3000 PURCHASED SERVICES 3,262,196 3,523,400 261,204 8.0%

3001 PROFESSIONAL IMPROVEMENT 332,971 403,100 70,129 21.1%

3002 PRINTING/BINDING 28,844 26,567 (2,277) (7.9%)

3005 PARTNERSHIPS 1,343 1,500 157 11.7%

3006 WORKER'S COMPENSATION 692,207 630,207 (62,000) (9.0%)

3007 RECRUITING EXPENSES 12,010 12,010 - 0.0%

3008 STAFF TRAINING 2,854 2,454 (400) (14.0%)

3009 STUDENT TRAINING 3,364 3,364 - 0.0%

3013 PEM PPURCHASED SERVICES 5,834 7,065 1,231 21.1%

3014 VERIZON MAINTENANCE 30,000 30,000 - 0.0%

3015 FEES & RELATED SERVICES 7,304,271 6,791,816 (512,455) (7.0%)

3016 PARENT INVOLEMENT - - - 0.0%

3017 UNIFORM RENTALS 14,874 14,374 (500) (3.4%)

3018 SCHOOL CHOICE - - - 0.0%

3101 INSTRUCTIONAL DEVELOPMENT 8,091 8,091 - 0.0%

3102 TUITION ASSISTANCE 5,217 - (5,217) (100.0%)

3104 FIELD TRIPS 55,000 53,400 (1,600) (2.9%)

3110 MEDICAL SERVICES 14,020 14,020 - 0.0%

3120 AUDIT EXPENSES - - - 0.0%

3130 PROFESSIONAL SERVICES 4,554 4,554 - 0.0%

3133 TESTING SERVICES 6,300 6,300 - 0.0%

3180 LEGAL FEES 133,504 133,504 - 0.0%

3308 VEHICLE REPAIRS 117,041 117,041 - 0.0%

3309 BUS REPAIRS 1,923,976 1,923,976 - 0.0%

3310 REPAIRS TO EQUIPMENT 168,668 171,529 2,861 1.7%




FY14 FY15 $ %



3311 MAINT SERVICES - BLDGS $ 76,000 $ 76,000 - 0.0%

3313 TECHNICAL MAINTENANCE 329,709 521,407 191,698 58.1%

3314 OTHER BUS REPAIRS 10,000 10,000 - 0.0%

3320 MAINTENANCE CONTRACTS 2,857,385 2,758,132 (99,253) (3.5%)

3321 LEASE/RENTAL CONTRACTS 1,599 1,599 - 0.0%

3322 XEROX MAINTENANCE 5,500 5,500 - 0.0%

3330 D P SOFTWARE SUPPORT 90,319 69,846 (20,473) (22.7%)

3420 IN-LIEU-OF TRANSPORTATION 17,883 17,883 - 0.0%

3600 ADVERTISING 9,346 11,846 2,500 26.7%

3612 ROBOTICS/TEAM COACHING 5,000 5,000 - 0.0%

3830 TUITION - PRIVATE SCHOOLS - - - 0.0%

3840 REGIONAL TUITION 1,100,000 1,100,000 - 0.0%

5101 ELECTRICITY 5,643,086 5,943,924 300,838 5.3%

5102 FUEL OIL/GAS 2,120,241 2,120,241 - 0.0%

5103 WATER/SEWAGE FEES 858,762 858,762 - 0.0%

5201 POSTAGE 16,811 41,411 24,600 146.3%

5202 UPS SERVICE 1,769 1,769 - 0.0%

5203 TELEPHONE 241,593 248,633 7,040 2.9%

5204 DATA COMMUNICATION LINES 173,730 173,730 - 0.0%

5205 SITE CONNECTIONS 165,000 195,000 30,000 18.2%

5300 FIRE & LIABILITY INS 324,967 324,975 8 0.0%

5302 UNEMPLOYMENT COMP INS 25,681 25,681 - 0.0%

5309 FLEET INSURANCE 130,994 130,994 - 0.0%

5401 LEASE/RENTALS 372,798 393,313 20,515 5.5%

5500 TRAVEL 219,358 229,268 9,910 4.5%

5800 MISCELLANEOUS 32,000 32,000 - 0.0%

5801 DUES/LICENSES 25,813 32,962 7,149 27.7%

5806 SUBSCRIPTIONS/JOURNALS 278 278 - 0.0%

5810 MEMBERSHIPS (PROGRAMS) 5,873 6,117 244 4.2%

5811 MEMBERSHIPS (DIVISION) 39,368 41,000 1,632 4.1%

5820 LATE FEES/SERVICE CHARGES - 200 200 0.0%

6000 MATERIALS & SUPPLIES 2,078,613 2,542,333 463,720 22.3%

6001 OFFICE SUPPLIES 213,397 212,324 (1,073) (0.5%)

6002 TEXTBOOKS 158,600 164,006 5,406 3.4%

6004 MEDICAL & DENTAL SUPPLIES 64,018 64,018 - 0.0%

6005 CUSTODIAL SUPPLIES 181,711 181,711 - 0.0%

6006 AGRICULTURAL SUPPLIES 23,914 23,914 - 0.0%

6007 BUILDING SUPPLIES 112,986 112,986 - 0.0%

6008 GASOLINE/OIL/LUBRICANTS 2,115,392 2,231,392 116,000 5.5%

6009 REPAIR PARTS/SUPPLIES 967,224 991,001 23,777 2.5%

6011 LIBRARY BOOKS & SUPPLIES 296,851 296,476 (375) (0.1%)

6012 OTHER OPERATING SUPPLIES 17,689 17,689 - 0.0%

6014 ATHLETIC SUPPLIES 53,692 53,692 - 0.0%

6015 COMPUTER SUPPL/SOFTWARE 978,300 972,883 (5,417) (0.6%)

6016 TESTING MATERIALS 67,106 61,106 (6,000) (8.9%)

6017 UNIFORMS 1,496 1,496 - 0.0%

6018 SAFETY SUPPLIES 1,877 1,877 - 0.0%

6019 OTHER EXPENSES FOR BOARD 1,779 1,500 (279) (15.7%)

6024 TECHNOLOGY SUPPLIES 22,332 68,000 45,668 204.5%

6028 TIRES & TUBES - NEW 160,000 160,000 - 0.0%




FY14 FY15 $ %



6029 TIRES - RECAPPED $ 40,000 $ 60,000 20,000 50.0%

6030 CLEANING SUPPLIES 2,800 1,500 (1,300) (46.4%)

6034 ASSISTIVE TECHNOLOGY 5,000 5,000 - 0.0%

6035 COMPUTER SOFTWARE 28,223 13,014 (15,209) (53.9%)

6036 COMPUTER SUPPLIES 119,784 124,786 5,002 4.2%

6041 SCHOOL SUPPORT SUPPLIES 54,294 51,368 (2,926) (5.4%)

6042 PARENT EDUCATION SUPPLIES 1,151 1,500 349 30.3%

6045 BAND SUPPLIES 53,715 48,328 (5,387) (10.0%)

6046 ACADEMIC ACTIVITIES SUPP 19,493 18,582 (911) (4.7%)

6047 ASST TO PART. DIVISIONS 19,806 3,684 (16,122) (81.4%)

6049 FLUIDS/LUBRICANTS 70,000 70,000 - 0.0%

6060 FOOD 8,291 7,000 (1,291) (15.6%)

6082 INSTRUCTIONAL SUPERVISION 459 - (459) (100.0%)

6092 EMPLOYEE RECOGNITION PROG 2,155 6,000 3,845 178.4%

6093 INSTRUCT PROGRAM SUPPLIES - 20,000 20,000 0.0%

6094 ELEM PROGRAM SUPPLIES - - - 0.0%

6095 GUIDANCE SUPPLIES 7,686 7,686 - 0.0%

6096 MIDDLE PROGRAM SUPPLIES - - - 0.0%

6097 HIGH SCH PROGRAM SUPPLIES - - - 0.0%

6098 PROGRAM EVAL SUPPLIES - - - 0.0%

6099 MAINTENANCE SUPPLIES 1,833 1,833 - 0.0%

6100 STRINGS PROGRAM SUPPLIES 37,238 34,006 (3,232) (8.7%)

6101 TESTING SUPPLIES 16,137 16,137 - 0.0%

6102 SUPPLEMENTAL MATERIALS 66,768 66,123 (645) (1.0%)

6104 CHORUS PROGRAM 14,320 13,243 (1,077) (7.5%)

6150 REIMBURSEMENT-FACILTY USE 9,797 9,797 - 0.0%

6151 ATHLETIC TRAINER SUPPLIES 7,313 7,313 - 0.0%

6152 TRAINING MATERIALS 1,722 1,722 - 0.0%

6153 SOCIAL STUDIES SUPPLIES - - - 0.0%

6155 HEALTH & PE SUPPLIES 709 1,509 800 112.8%

6157 FURNISHINGS-NEW UNDER 5K 64,608 - (64,608) (100.0%)

6158 FURNISHINGS-REPL-UNDER 5K 18,233 100,000 81,767 448.5%

6300 INSTR. SUPPLEMENTAL MAT. 42,500 49,653 7,153 16.8%

6301 TECH MAINT/UPGRADES 119,724 107,301 (12,423) (10.4%)

6302 SUM/NEW STUDENT ORIENT 1,200 1,201 1 0.1%

6303 SUMMER ENRICHMENT 12,000 7,000 (5,000) (41.7%)

6500 DONATIONS-SPECIAL PROGRAM 27,024 27,524 500 1.9%

8100 REPLACEMENT EQUIPMENT 19,534 110,034 90,500 463.3%

8105 REPLACEMENT/SVC VEHICLES - - - 0.0%

8200 NEW EQUIPMENT 45,675 45,675 - 0.0%

8205 ADD/SERVICE VEHICLES - - - 0.0%

9101 PRINCIPAL - BONDS 17,918,376 15,714,212 (2,204,164) (12.3%)

9102 PRINCIPAL-LITERARY LOANS - - - 0.0%

9103 BOND REFINANCE DEBT SERV - - - 0.0%

9201 INTEREST - BONDS 7,631,972 7,151,392 (480,580) (6.3%)

9202 INTEREST-LITERARY LOANS - - - 0.0%

9203 VSPA BOND CREDIT - - - 0.0%

9998 SCPS HOLDBACK/RESERVE 1,194,445 - (1,194,445) (100.0%)Grand Total 261,933,240 267,298,768 5,365,503 2.0%




Full Time Equivalent Information (FTE)


Budget Budget








Grand Total 3010.4714 3018.4714 8.0000 0.3%

FTE Summary by Function - All FundsFTE Summary by Function - All Funds



FY14 FY15


Adopted Budget

Variance % Change


Grand Total 3,010.4714 3,018.4714 8.0000 0.3%






Variance Change

INSTRUCTION 2,240.6633 2,232.1133 2,243.3800 2,247.7550 2,249.7550 2.0000 0.09%

TRANSPORTATION 403.5000 400.3500 401.3500 401.3500 410.3500 9.0000 2.24%

ADMINISTRATION 97.3000 95.3000 97.0000 92.9000 92.9000 - 0.00%

MAINTENANCE 149.8663 143.3330 137.2664 137.2664 137.2664 - 0.00%

TECHNOLOGY 83.0000 83.0000 78.0000 66.2000 66.2000 - 0.00%

FOOD SERVICE 80.0000 72.0000 70.0000 65.0000 62.0000 (3.0000) (0.05)

Grand Total 3,054.330 3,026.096 3,026.996 3,010.471 3,018.471 8.000 0.30%




Revenues FY11 FY12 FY13 FY14 FY15 $ %Actual Actual Actual Adopted


Variance Change

STATE SALES TAX 22,470,531$ 23,246,513$ 22,980,748$ 23,817,577$ 23,670,197$ (147,380) (0.6%)


Subtotal 103,921,218$ 109,873,066$ 119,018,367$ 118,641,782$ 123,592,011$ 4,950,229$ 4.2%

FEDERAL FUNDS 16,437,363 12,090,406 12,385,561 8,823,199 8,781,553 (41,646) (0.5%)


OTHER FUNDS 4,400,183 3,045,685 3,373,042 3,642,942 3,613,043 (29,899) (0.8%)

Subtotal 133,817,345$ 130,271,501$ 175,890,312$ 127,110,466$ 127,768,608$ 658,142$ 0.5%

Grand Total 237,738,563$ 240,144,568$ 294,908,679$ 245,752,248$ 251,360,619$ 5,608,371$ 2.3%

Expenditures FY11 FY12 FY13 FY14 FY15 $ %Actual Actual Actual Adopted


Variance Change

INSTRUCTION 154,522,981$ 155,911,026$ 167,587,858$ 167,355,616$ 174,042,916$ 6,687,300$ 4.0%

ADMINISTRATION 4,238,486 4,178,698 4,366,427 4,369,881 4,609,801 239,920 5.5%

ATTENDANCE/HEALTH 3,764,398 3,955,284 4,360,304 4,486,395 4,626,141 139,746 3.1%

TRANSPORTATION 14,419,253 15,415,267 15,766,486 16,394,250 16,901,476 507,226 3.1%

MAINTENANCE 20,578,934 20,356,784 20,493,959 20,788,809 21,104,821 316,012 1.5%

TECHNOLOGY 7,974,647 7,307,590 7,273,940 6,774,949 7,177,860 402,911 5.9%

DEBT SERVICE 31,957,290 30,453,789 72,399,359 25,582,348 22,897,604 (2,684,744) (10.5%)

Grand Total 237,455,989$ 237,578,438$ 292,248,331$ 245,752,248$ 251,360,619$ 5,608,371$ 2.3%

Summary of Revenue and Expenditures - Fund 5 Only (Less CIP)

Fiscal Year 2015 Operating Budget Revenue & Expenditure Highlights

(Fund 5 Except CIP)

The School Board Adopted Budget for FY 2015 is based on information contained in the General Assembly’s Biennial Budget for 2014 – 2016 as adopted in June 2014. Revenues from the State sales tax decreased by $147,380 while State funds decreased by $5,097,609. Federal funds decreased by $41,646. City-County funds increased by $729,687. Other funds declined by $29,899.



FY11 FY12 FY13 FY14 FY15 $ %

Description

Actual Actual Actual Adopted Budget

Adopted Budget

Variance Change

0290 2402010 SALES TAX RECPTS 22,470,531$ 23,246,513$ 22,980,748$ 23,817,577$ 23,670,197$ (147,380)$ (0.60%)

22,470,531$ 23,246,513$ 22,980,748$ 23,817,577$ 23,670,197$ (147,380)$ (0.60%)

Operating Budget (Fund 5) Revenue - Sales Tax Only

State Sales TaxOf the five percent sales tax collected state-wide in Virginia, one and one-quarter percent collected is designated for K-12 public education. One and one-eighth percent is returned directly to localities based on the number of school aged children in each locality as determined by the latest triennial school census. The other one-eighth percent is used to fund a portion of the state’s share of the Standards of Quality (SOQ). For FY 2015, State Sales Tax decreased by $147,380 or 0.6% from the FY 2014 adopted budget amount.



State FundsState funding for public education is divided into four different types of revenue accounts for FY 2014 (Facility accounts were eliminated in FY 2011): (1) Standards of Quality accounts; (2) Incentive Program accounts; (3) Categorical Program accounts; and (4) Lottery Program Funded accounts. Due to the current state of the economy, the General Assembly Adopted numerous changes and reductions to state funded accounts for public education. For FY 2014, State funding for Spotsylvania County Public Schools increased by $5,097,609 or 5.4%.

Standards of Quality AccountsThe Standards of Quality (SOQ) prescribe the minimum standards which all local school divisions must meet. Funds are distributed to localities based on each locality’s Composite Index of Ability to Pay (CI) – a measure of the locality’s wealth. The higher a locality’s composite index, the less state funding it receives. The primary SOQ account is Basic Aid. Basic Aid provides significant funding for personnel and materials. Other SOQ accounts are designated to fund textbooks, vocational education, gifted education, special education, remedial education, English as a Second Language classes, remedial summer school, and fringe benefits. All of these accounts (except remedial summer school), as do most state accounts; require a matching contribution of revenue based on the locality’s Composite Index.

Incentive ProgramsIncentive accounts fund programs that are not required by the Standards of Quality but provide benefits to students. Examples include funding for Academic Year Governor’s Schools (such as the Commonwealth Governor’s School) and technology equipment.

Categorical AccountsCategorical accounts fund programs for students with particular educational needs such as homebound instruction, programs in regional juvenile facilities, and career and technical education programs.

Lottery Funded ProgramsA number of accounts are funded with revenue received from the state lottery. Examples include the At Risk Program, the Early Reading Intervention Program, the K-3 Primary Class Size Reduction Program, Algebra Readiness, etc.



FY11 FY12 FY13 FY14 FY15 $ %

Description


Adopted Budget

Variance Change

240202 BASIC AID $ 60,588,723 $ 62,392,635 $ 66,282,744 $ 65,045,953 $ 68,559,247 $ 3,513,294 5.4%

240203 GED 31,434 31,434 31,434 31,434 31,434 - 0.0%

240204 REMEDIAL SUM SCH 363,573 453,072 521,188 580,220 588,125 7,905 1.4%

240205 REG FOSTER CARE 101,047 90,024 94,025 100,446 120,026 19,580 19.5%

240206 HS CREDIT COURSES 27,487 - - 4,640 4,640 - 0.0%

240207 EDUC FOR GIFTED 688,945 685,678 729,736 725,451 723,210 (2,241) (0.3%)

240208 REMEDIAL EDUC 898,624 894,362 1,242,104 1,234,810 1,627,223 392,413 31.8%

240212 SPECIAL ED SOQ 6,739,683 6,707,715 7,064,467 7,100,158 7,277,303 177,145 2.5%

240214 TEXTBOOKS 786,895 755,648 1,393,175 1,384,994 1,449,735 64,741 4.7%

240217 VOC ED 1,377,891 1,371,355 1,117,894 1,111,329 888,946 (222,383) (20.0%)

240218 VOC ED - ADULT 3,546 5,213 2,700 3,992 3,992 - 0.0%

240221 INSTRUCT SOC SEC 3,744,268 3,726,508 3,959,207 3,935,957 3,932,456 (3,501) (0.1%)

240223 INSTRUCT RETIRE 2,216,607 3,368,763 6,614,204 6,575,364 8,075,848 1,500,484 22.8%

240228 EARLY INTERVENTION 307,163 319,130 363,009 360,874 385,352 24,478 6.8%

240241 INSTRUCT GLI 134,794 134,154 248,421 246,962 271,204 24,242 9.8%

240246 SP ED - HOMEBOUND 49,838 34,550 84,618 90,542 67,043 (23,499) (26.0%)

240248 SP ED - REGIONAL 331,738 392,010 606,299 556,729 853,731 297,002 53.3%

240252 VOC ED - EQUIP 36,980 36,780 40,114 40,172 43,965 3,793 9.4%

240253 VOC ED - OCC/TECH 187,980 207,524 210,495 205,352 205,352 - 0.0%

240259 SP/ED FOSTER CARE 85,909 117,088 94,888 100,446 120,026 19,580 19.5%

240265 AT-RISK (REGULAR) 484,999 483,725 794,360 786,049 1,084,694 298,645 38.0%

240275 K-3 PRIMARY 185,669 185,283 1,010,921 1,007,886 1,176,618 168,732 16.7%

240281 AT RISK(4-YR OLD) 345,978 345,978 360,396 360,396 348,084 (12,312) (3.4%)

240291MENTOR TEACHER PROG 18,726 23,606 13,019 12,019 12,019 - 0.0%

240299 ENGLISH/2ND LANG 495,738 503,122 603,333 615,139 627,996 12,857 2.1%

240400 OTHER STATE PAYMT 40,594 47,280 62,834 50,141 45,141 (5,000) (10.0%)

240415 PROJECT GRADUATION 89,147 160,585 173,710 225,000 205,000 (20,000) (8.9%)

240459SUPPLEMENTAL SUPPOR - 1,932,120 - - - - 0.0%

410405 TECHNOLOGY 804,299 933,701 804,000 804,000 804,000 - 0.0%

ADD ASST VRS,INFL,&PRESC - - 1,185,839 1,197,347 - (1,197,347) (100.0%)

ALGEBRA READINESS 134,914 135,013 190,039 187,903 223,404 35,501 18.9%

EPI PEN GRANT - - 3,446 - - - 0.0%

NATIONAL BOARD CERTIFICAT 147,500 152,500 135,000 142,500 166,000 23,500 16.5%Grand Total $ 81,450,688 $ 86,626,554 $ 96,037,619 $ 94,824,205 $ 99,921,814 $ 5,097,609 5.4%

Operating Budget (Fund 5) Revenue - State Funds



FY11 FY12 FY13 FY14 FY15 $ %

Description


Adopted Budget

Variance Change

040284.01 TITLE I-LOCAL ED $ 2,373,442 $ 2,548,866 $ 2,634,149 $ 2,391,798 $ 2,460,000 $ 68,202 2.9%

040584.027 TITLE VI-B/SP ED 4,203,428 4,756,180 4,733,142 4,133,488 4,130,000 (3,488) (0.1%)

04123302120 IMPACT AID 81-874 332,329 258,312 209,300 246,740 121,164 (125,576) (50.9%)

04133302240 VOC ED SUBSTITUTE - 70 550 - - - 0.0%

041984.365 -- TITLE III 117,776 166,381 55,061 150,113 135,000 (15,113) (10.1%)

042584.318 ED TECH FORMULA 14,073 11,031 2,938 - - - 0.0%

042684.027 INTERPRETER GRANT 34,898 20,138 12,191 9,490 12,000 2,510 26.4%

042784.186 DRUG-FREE SCHOOLS (12,731) - - - - - 0.0%

042884.367 TITLE II 599,768 513,651 398,508 441,699 433,558 (8,141) (1.8%)

0429HEADSTART 840,044 839,411 840,131 801,187 853,233 52,046 6.5%

043284.173 PRESCHOOL CARRYOV - - - 463 - (463) (100.0%)

043384.173 PRE-SCHOOL GRANT 89,860 86,632 84,550 86,568 85,000 (1,568) (1.8%)

04363302240 CARL PERKINS 253,228 266,268 256,348 267,000 267,000 - 0.0%

0449ROTC REIMBURSEMENT 154,772 145,278 148,853 155,000 155,000 - 0.0%

0451AMERICAN HISTORY GRANT 279,689 (41) - - - - 0.0%

0454HEADSTART - STIMULUS 9,680 - - - - - 0.0%

0455TITLE I - STIMULUS 775,211 167,807 - - - - 0.0%

0456TITLE VIB PRESCH STIMULUS 97,248 54,751 - - - - 0.0%

0457TITLE VIB-SCH AGE STIMULU 2,916,892 - - - - - 0.0%

045884.394 STATE STABILIZATIO 343,410 - - - - - 0.0%

046084.386 ED TECH STIMULUS 28,852 (380) - - - - 0.0%

0461ST STABIL BASIC AID 2,860,193 37 - - - - 0.0%

0462EDUCATION JOBS FUNDING - 2,116,363 2,876,264 - - - 0.0%

0463BUILD AMERICA BOND SUBSID 125,300 139,653 133,578 139,653 129,598 (10,055) (7.2%)

Grand Total $ 16,437,363 $ 12,090,406 $ 12,385,561 $ 8,823,199 $ 8,781,553 $ (41,646) (0.5%)

Operating Budget (Fund 5) Revenue - Federal Funds

Federal FundsSpotsylvania County Public Schools receives funding through a number of federal grants. Most of these grants are tied to the No Child Left Behind Act. The two largest grants are Title I for Improving Basic Programs and Title VI-B for Individuals with Disabilities Education. These two programs receive approximately two-thirds of the federal funding that comes to the locality.

Federal funding for Spotsylvania County Public Schools decreased by $41,646 or 0.5%. This decrease is due to a decline primarily in impact aid receipts.



Local FundsThe Board of Supervisors annually appropriates funds for the operation of the schools including debt service payments. These funds are primarily generated from real and personal property tax dollars.

For FY 2015 the School Board Adopted Budget includes a total local transfer of $115,374,012. Thus, from FY 2014 to FY 2015, this budget shows an increase of $729,687 or .6% from the governing body.

FY11 FY12 FY13 FY14 FY15 $ %

DescriptionActual Actual Actual Adopted


Variance Change

5105000 APPROP-OPERATIONS $ 82,539,929 $ 83,543,056 $ 86,281,786 $ 89,061,977 $ 92,476,408 $ 3,414,431 3.8%

5105000 PRIOR YR CARRYOVR - 1,138,566 1,450,564 - - - 0.0%

5105020 APPROP-DEBT SERV 30,439,871 30,453,789 28,162,665 25,582,348 22,897,604 (2,684,744) (10.5%)

$ 112,979,800 $ 115,135,410 $ 160,131,709 $ 114,644,325 $ 115,374,012 $ 729,687 0.6%

Operating Budget (Fund 5) Revenue - Local Funds

1 GOVERNOR'S SCHOOL 865,043$ 2 DETENTION CENTER - 3 FOOD SERVICE 55,870 4 REGIONAL ADULT ED 15,101 5 OPERATING FUND 114,644,325 7 FLEET -

Total - Local 115,580,339$

$961,573-

63,87015,884

115,374,012 -

$116,415,339



FY11 FY12 FY13 FY14 FY15 $ %

Description


Adopted Budget

Variance Change

Not Gap1502010 RENTS $ 3,760 $ - $ - $ - $ - $ - 0.0%1502010 USE OF FACILITIES 317,745 374,330 460,107 400,000 400,000 - 0.0%1612020 SPEC FEES/PUPILS 46,612 37,526 46,300 45,860 45,860 - 0.0%1612030 SALE OF TEXTBOOKS - 11,829 3,970 4,142 4,142 - 0.0%1612060 PVT TUITION-ADULT 125 - - 190 - (190) (100.0%)1612070 PVT TUITION-SUMMR 76,760 50,021 57,015 105,588 61,265 (44,323) (42.0%)1803030 REBATES/REF OTHER 56,782 37,383 21,949 47,126 47,126 - 0.0%1899030 DONATIONS/SP GFTS 14,225 34,418 7,732 59,774 48,094 (11,680) (19.5%)1899090 SALE OTHER EQUIPMENT 40,910 98,246 34,040 52,392 77,714 25,322 48.3%1899100 INSURANCE ADJUST 6,481 52,258 1,063 58,750 58,750 - 0.0%1899120 OTHER FUNDS 1,798 8,487 20,752 4,500 10,645 6,145 136.6%1899120 SUPPLEMENTAL PAY 105,188 110,171 89,540 98,000 101,650 3,650 3.7%1900110 E-RATE 103,704 138,023 175,633 180,000 180,000 - 0.0%1901010 TUIT OTHER CO/CTY 507,163 719,088 923,616 1,100,000 1,100,000 - 0.0%1901020 OTH PAY OTH CO/CY 20,454 27,721 - 38,288 16,058 (22,230) (58.1%)2500000 DUAL ENROLLMENT 100,711 87,329 118,498 98,503 102,179 3,676 3.7%2500000 OTHER ST AGENCIES 1,528,011 19,542 8,669 19,879 19,879 - 0.0%ARBITRAGE BOND ESCROW 312,724 - - - - - 0.0%COBRA ADMINSTRATION FEE 542 - - - - - 0.0%DISCOVERY GRANT PERS FIN - - 16,050 - - - 0.0%DISTRICT ATHLETIC FUNDRSRAISER 4,139 - - - - - 0.0%FIELD TRIP REIMBURSEMENTS 113,910 135,052 165,983 113,910 138,315 24,405 21.4%FINGERPRINTING 11,140 8,148 5,457 12,500 7,248 (5,252) (42.0%)HIGH SCH ATHLETIC FEE 253,120 236,885 230,835 262,420 262,420 - 0.0%HP SELF-MAINTAINER REV 14,630 13,909 8,281 15,000 15,000 - 0.0%MEDICAID REIMBURSEMENTS 370,614 361,043 572,558 400,000 500,000 100,000 25.0%MIDDLE SCH ATHLETIC FEE 122,805 125,051 117,223 118,382 121,700 3,318 2.8%NSTAR GRANT 24,282 - - 36,000 - (36,000) (100.0%)PRINT SHOP REVENUE 208,482 214,386 204,292 245,000 216,959 (28,041) (11.4%)SCHOOL SOCIAL WORK HOMELS - - 33,340 22,738 28,039 5,301 23.3%TEACHING W/ PRIMARY SOURCE - - 11,392 4,000 - (4,000) (100.0%)WELLNESS GRANT/ANTHEM 33,368 144,839 38,746 100,000 50,000 (50,000) (50.0%)

Grand Total $ 4,400,183 $ 3,045,685 $ 3,373,042 $ 3,642,942 $ 3,613,043 $ (29,899) (0.8%)

Operating Budget (Fund 5) Revenue - Other Funds

Other FundsThis category of revenue includes such items as tuition received from other localities for their residents attending Spotsylvania County Public Schools, print shop fees for services, rental fees for the use of school facilities, insurance adjustments, Medicaid payments and payments from other state agencies for services provided by Spotsylvania County Public Schools. The Fund 5 revenue from “Other Funds” shows a slight decrease of $29,899 or 0.8% in FY 2015 as outlined below.




Post-Employment Benefits, GASB 45, accounting standard requires governments and school divisions to report other post employment benefits, including the liability associated with providing post-retirement health benefits to employees. At the present time, there is no legal or accounting requirement to fund GASB 45; however, as the liability and the associated expenses continue to increase, the School Board has revised its retirement eligibility requirements as well as employer health insurance contribution amounts.

Policy Change in Retirement Eligibility Requirements

Specifically, the School Board revised its policy to state, “Beginning July 1, 2007, all new hires shall have been employed by the School Board for a minimum of fifteen (15) consecutive years at the time of retirement to be eligible for retiree health insurance benefits.” This change in policy will reduce the school division’s GASB 45 liability in the long-term. Regretfully, with the continuous increase in medical costs, school districts, governments, and private organizations are no longer in a position to offer the generous health insurance benefits. Therefore, the School Board revised its health insurance contribution rates for new employees who could potentially retire from the school system starting in FY 2024.

Policy Change in Employer Contribution Levels for Future Retirees

The new policy states eligible individuals hired on or after July 1, 2009 can participate in the School Board’s health insurance program after retirement; however, the employer will contribute a set dollar amount ($214) towards the employer premium with the retiree paying the balance if the retiree is not Medicare eligible. In addition, eligible individuals hired on or after July 1, 2009 can continue to participate in the School Board’s insurance program after they become eligible for Medicare coverage. However, they will be required to enroll in Medicare Part A and B; the employer will contribute a set dollar amount of $60.50 towards the Medicare Complementary Plan and $38.75 towards the Anthem Premium Prescription Drug Plan. Existing employees hired prior to July 1, 2009, have been grandfathered and will not be impacted by this policy. The school division will not realize any immediate reductions in its GASB 45 liability; however, this change in policy will reduce the school division’s GASB 45 liability in the long-term.




Outsourcing of Food Services

Moreover, in November, 2003, Spotsylvania County Public School (SCPS) Division began its contract for food service management consultant services, renewable for four additional school terms, ending the first five-year contract term in June, 2008. The second five-year contract term began on July 1, 2008. The school division is in its seventh year of a contractual relationship with Chartwells Dining Services. Chartwells Dining Services was selected because of its commitment to assisting the school division’s food service program end an era of annual negative deficits of approximately $500,000 as well as improve the variety and quality of food service offerings. After three years, the food service program showed a positive balance. As of June 30, 2014, the Food Service Fund balance is $1,538,457, which can be used to defray future capital costs. This increase over FY 2014 is primarily due to lower than anticipated expenditures from the third party food service vendor. In addition, in the short-term, outsourcing food services has reduced the division’s existing GASB 45 liability.

Outsourcing of Custodial Services at the Secondary Level

In FY 2005, to save operating dollars and to reduce its GASB 45 liability, SCPS began its contract for contracted custodial services as recommended by an outside consultant. The consultant’s report identified contracted custodial services as an alternate means to provide quality service and save taxpayer dollars, thereby achieving greater efficiency in operations in order to provide more funding for instructional programs. Contracting out the custodial services for five high schools and five middle schools has generated a cumulative operating budget savings of more than $1 million. The FY 2012 budget included outsourcing for the Administrative Services building, Information Technology and Training Center (ITTC), the Maintenance Facility, Gateway Academy and Courthouse Academy. In addition, in the short-term, outsourcing custodial services has reduced the division’s existing GASB 45 liability.


In June 2004, the Government Accounting Standards Board (GASB) released Statement 45 which revised the Generally Accepted Accounting Principles (GAAP) accounting standards for post-employment benefits other than pensions. This standard applies to post-employment medical benefits that are provided to school and government employees. Prior to the new standard, these benefits were accounted for on a pay-as-you-go basis. The new standard requires that these benefits be accounted for on an accrual basis. On June 27, 2011, the School Board established a trust fund with a contribution of $1.4 million. This trust fund contribution was funded by FY 2010 carryover funds. SCPS’s retiree health and prescription insurance premium expenses in FY 2009, FY 2010, FY 2011, FY 2012, and FY 2013 were $1.8, $2.2, $2.7, $3.2, and $3.5 million, respectively. The retiree health insurance costs for FY 2014 was $3.7 million. The FY 2015 retiree health insurance budget is $3,892,745.

Over the past few years, the School Board has taken several actions to reduce its retiree health liability. Several School Board policies were revised to modify retirement eligibility requirements and the division’s retiree health insurance contribution rates. In addition, efforts have been made to outsource custodial services and dining services.

As medical costs continue to increase, the School Board will continue to implement initiatives to lower the school division’s retiree costs over time.



Fund Statements

Commonwealth Governor’s SchoolDescription/Major Activities

The Commonwealth Governor’s School (CGS) provides gifted and highly motivated high school students a challenging, differentiated, and interdisciplinary academic program of study in the core subject areas of English, mathematics, science, and social studies using non-traditional learning activities. CGS is a regional program serving students from the school divisions of Caroline, King George, Stafford and Spotsylvania. CGS will serve approximately 600 students at six different sites. CGS provides students with a half day academic program of studies including honors, Advanced Placement, and dual enrollment courses in the four core subjects. Upon graduation, CGS students receive an advanced studies diploma, a state governor’s school seal, and an Early College Scholars seal. Unique features of CGS include the same cohort of student peers all four years, an interdisciplinary approach to learning, hands-on approach to learning, field experiences, team-taught classes, technology-driven instruction, advisory program for students, extensive tutoring after school, and the regular use of teleconferencing by students.

Major Accomplishments

• Student enrollment increased from 570 students in FY 2013 to 584 in FY 2014. • 99.8% of CGS students passed the SOL tests in 2013. • 83% of CGS students taking the Advanced Placement exams scored a three or above, exceeding the national level. • CGS seniors in 2013 received over $4.5 million in college scholarships. • The CGS Class of 2013 had 10 Valedictorians and 5 Salutatorians spanning 11 high schools.

Significant ChallengesThe obvious challenge facing CGS is to maintain the quality of instructional services in a time when the state and participating school divisions are experiencing substantial fiscal stress. A specific focus is the maintenance of the technology equipment and network infrastructure required to operate a sophisticated teleconferencing system.



FY15 $ %Revenue Source Adopted

BudgetVariance Change

STATE FUNDS TOTAL 1,065,416 $ 181,399 20.5%

CITY-COUNTY FUNDS 961,573 96,530 11.2%

Grand Total 2,026,989 $ 277,930 15.9%

FY15 $ %Adopted Budget

Variance Change


Variance Change

Personnel Related $ 817,841 $ (32,024) (3.8%)

314,119 28,548 10.0%

Personnel Related $ 1,131,960 $ (3,476) (0.3%)

Non-Personnel Related $ 141,491 $ 761 0.5%

224,418 15,033 7.2%

386,086 152,277 65.1%

- - 0.0%

Non-Personnel Related $ 751,995 $ 168,071 28.8%

$ 1,883,955 $ 164,595 9.6%


Variance Change

Non-Personnel Related $ 26,000 - 0.0%

Non-Personnel Related $ 26,000 $ - 0.0%

$ 26,000 $ - 0.0%


Variance Change

Personnel Related $ 83,318 $ 83,318 100.0%

30,016 30,016 100.0%

Personnel Related $ 113,334 $ 113,334 100.0%

$ 113,334 $ 113,334 100.0%


Variance Change


2,500 - 0.0%


$ 3,700 $ - 0.0%

$ 2,026,989 $ 277,929 15.9%

Commonwealth Governor's School (Fund 1) - Revenue by Funding Source

Local and State

Commonwealth Governor's School (Fund 1) - Expenditures by Function

FY11 FY12 FY13 FY14Actual Actual Actual Adopted

Budget

$ 762,045 $ 787,597 $ 856,291 $ 884,017 $

909,242 881,303 914,975 865,043

$ 1,671,287 $ 1,668,900 $ 1,771,266 $ 1,749,060 $


BudgetFY11 FY12 FY13 FY14

CLASSROOM INSTRUCTION Actual Actual Actual Adopted Budget

SALARIES/WAGES $ 898,913 $ 857,167 $ 894,545 $ 849,865

EMPLOYEE BENEFITS 252,896 276,772 294,015 285,571

Personnel Related $ 1,151,809 $ 1,133,939 $ 1,188,560 $ 1,135,436

PURCHASED SERVICES $ 102,243 $ 121,330 $ 139,192 $ 140,730

OTHER CHARGES 90,982 89,633 105,084 209,385

MATERIALS & SUPPLIES 312,620 323,446 310,610 233,809

CAPITAL OUTLAY 11,267 - - -

Non-Personnel Related $ 517,112 $ 534,409 $ 554,885 $ 583,924

Total for Function $ 1,668,921 $ 1,668,348 $ 1,743,445 $ 1,719,360

FY11 FY12 FY13 FY14TECHNOLOGY - CLASSROOM Actual Actual Actual Adopted

BudgetMATERIALS & SUPPLIES - - $ 26,030 $ 26,000

Non-Personnel Related $ - $ - $ 26,030 $ 26,000

Total for Function $ - $ - $ 26,030 $ 26,000

FY11 FY12 FY13 FY14TECHNOLOGY -INSTRUCT. SUP Actual Actual Actual Adopted

BudgetSALARIES/WAGES - - - -

EMPLOYEE BENEFITS - - - -

Personnel Related $ - $ - $ - $ -

Total for Function $ - $ - $ - $ -

FY11 FY12 FY13 FY14VEHICLE MAINTENANCE SVCS Actual Actual Actual Adopted

BudgetPURCHASED SERVICES - - - $ 1,200

MATERIALS & SUPPLIES - - 1,600 2,500

Non-Personnel Related $ - $ - $ 1,600 $ 3,700

1,771,075

Total for Function $ - $ - $ 1,600 $ 3,700

Grand Total $ 1,668,921 $ 1,668,348 $ $ 1,749,060



FY11 FY12 FY13 FY14 FY15 $ %

Function/Object Actual Actual Actual Adopted Budget

Adopted Budget

Variance Change

1100 CLASSROOM INSTRUCTIONActual Actual Actual Adopted


Variance Change

1110 COMP OF DIRECTORS $ 92,641 $ 97,929 $ 105,910 $ 105,910 $ 107,719 $ 1,809 1.7%

1121 COMP OF TEACHERS 678,715 629,486 651,102 607,532 654,955 47,423 7.8%

1140 COMP-TECHNICAL PERSONNEL 77,198 77,970 82,493 82,493 - (82,493) (100.0%)

1150 COMP OF CLERICAL STAFF 47,730 48,138 50,930 50,930 52,167 1,237 2.4%

1520 COMP OF SUB TEACHERS 660 1,325 2,235 - - - 0.0%

1540 CLERICAL - SUBS/OVERTIME - 244 - - - - 0.0%

1611 SUPP PAY/SUMMER ENRICHMT 1,969 2,075 1,875 3,000 3,000 - 0.0%

2100 FICA 65,821 62,012 64,951 62,322 60,141 (2,181) (3.5%)

2210 VRS (PLAN 1 & 2) 83,448 99,329 111,593 107,440 118,152 10,712 10.0%

2300 HOSPITALIZATION 71,469 81,878 98,892 99,718 106,441 6,723 6.7%

2310 DENTAL INSURANCE 5,638 7,130 8,180 6,079 6,161 82 1.3%

2400 GROUP LIFE INSURANCE 2,451 2,331 10,399 10,012 10,756 744 7.4%

2500 DISABILITY INS (PLAN 1&2) - - - - 2,852 2,852 0.0%

2750 RETIREE HEALTH CREDIT - - - - 9,616 9,616 0.0%

2810 ANNUAL LEAVE PAYOFF - 24 - - - - 0.0%

2812 ROP INCENTIVE 24,068 24,068 - - - - 0.0%

3000 PURCHASED SERVICES 36,150 43,940 41,743 32,639 35,000 2,361 7.2%

3002 PRINTING/BINDING 2,952 4,028 4,500 4,500 4,500 - 0.0%

3014 VERIZON MAINTENANCE 18,953 17,005 37,400 30,000 30,000 - 0.0%

3101 INSTRUCTIONAL DEVELOPMENT - 3,049 831 8,091 8,091 - 0.0%

3104 FIELD TRIPS 35,445 44,398 46,005 55,000 53,400 (1,600) (2.9%)

3322 XEROX MAINTENANCE 3,743 3,909 3,712 5,500 5,500 - 0.0%

3612 ROBOTICS/TEAM COACHING 5,000 5,000 5,000 5,000 5,000 - 0.0%

5201 POSTAGE 623 493 270 2,500 1,500 (1,000) (40.0%)

5203 TELEPHONE 3,622 2,702 2,368 6,463 6,463 - 0.0%

5205 SITE CONNECTIONS 70,041 67,339 85,677 165,000 195,000 30,000 18.2%

5300 FIRE & LIABILITY INS - - 1,903 1,903 1,911 8 0.4%

5401 LEASE/RENTALS 7,921 7,685 6,955 8,519 9,344 825 9.7%

5500 TRAVEL 8,774 11,414 7,910 25,000 10,000 (15,000) (60.0%)

5820 LATE FEES/SERVICE CHARGES - - - - 200 200 0.0%

6000 MATERIALS & SUPPLIES 31,942 30,899 37,711 38,579 217,247 178,668 463.1%

6015 COMPUTER SUPPL/SOFTWARE 26,000 26,000 - - - - 0.0%

6047 ASST TO PART. DIVISIONS 105,619 114,307 19,806 19,806 3,684 (16,122) (81.4%)

6300 INSTR. SUPPLEMENTAL MAT. 21,905 10,868 43,892 42,500 49,653 7,153 16.8%

6301 TECH MAINT/UPGRADES 119,814 135,880 204,968 119,724 107,301 (12,423) (10.4%)

6302 SUM/NEW STUDENT ORIENT 940 893 832 1,200 1,201 1 0.1%

6303 SUMMER ENRICHMENT 6,400 4,600 3,400 12,000 7,000 (5,000) (41.7%)

8200 NEW EQUIPMENT 11,267 - - - - - 0.0%

Total $ 1,668,921 $ 1,668,348 $ 1,743,445 $ 1,719,360 $ 1,883,955 $ 164,595 9.6%

3400 VEHICLE MAINTENANCE SVCSActual Actual Actual Adopted


Variance Change

3308 VEHICLE REPAIRS - - - $ 1,200 $ 1,200 $ - 0.0%

6008 GASOLINE/OIL/LUBRICANTS - - 1,600 2,500 2,500 - 0.0%

Total $ - $ - $ 1,600 $ 3,700 $ 3,700 $ - 0.0%

6810 TECHNOLOGY - CLASSROOMActual Actual Actual Adopted


Variance Change

6015 COMPUTER SUPPL/SOFTWARE - - $ 26,030 $ 26,000 $ 26,000 $ - 0.0%

Total $ - $ - $ 26,030 $ 26,000 $ 26,000 $ - 0.0%

6820 TECHNOLOGY - INSTRUCT. SUPActual Actual Actual Adopted


Variance Change

1140 COMP-TECHNICAL PERSONNEL - - - - $ 83,318 $ 83,318 100.0%

2100 FICA - - - - 6,193 6,193 100.0%

2210 VRS (PLAN 1 & 2) - - - - 12,081 12,081 100.0%

2300 HOSPITALIZATION - - - - 8,874 8,874 100.0%

2310 DENTAL INSURANCE - - - - 493 493 100.0%

2400 GROUP LIFE INSURANCE - - - - 1,100 1,100 100.0%

2500 DISABILITY INS (PLAN 1&2) - - - - 292 292 100.0%

2750 RETIREE HEALTH CREDIT - - - - 983 983 100.0%

Total $ - $ - $ - $ - $ 113,334 $ 113,334 100.0%Grand Total $ 1,668,921 $ 1,668,348 $ 1,771,075 $ 1,749,060 $ 2,026,989 $ 277,929 15.9%

Commonwealth Governer's School (Fund 1) Expenditure Trend by Function and Object Local and State



Revenue Source

CITY-COUNTY FUNDS

Grand Total

Personnel Related

Personnel Related

Non-Personnel Related





Commonwealth Governer's School (Fund 1) - Expenditures by Function

Local



Variance Change

909,242 881,303 914,975 865,043 961,573 96,530 11.2%

$ 909,242 $ 881,303 $ 914,975 $ 865,043 $ 961,573 $ 96,530 11.2%



Variance Change

FY11 FY12 FY13 FY14 FY15 $ %CLASSROOM INSTRUCTION Actual Actual Actual Adopted


Variance Change

SALARIES/WAGES $ 679,375 $ 630,811 $ 653,337 $ 607,532 $ 654,955 $ 47,423 7.8%

EMPLOYEE BENEFITS 199,665 216,215 223,116 213,329 262,436 49,107 23.0%

Personnel Related $ 879,040 $ 847,026 $ 876,453 $ 820,861 $ 917,391 $ 96,530 11.8%

OTHER CHARGES $ 8,452 $ 8,156 $ 7,513 $ 10,482 $ 11,307 825 7.9%

MATERIALS & SUPPLIES 22,071 26,121 29,409 30,000 29,175 (825) (2.8%)

Non-Personnel Related $ 30,523 $ 34,277 $ 36,922 $ 40,482 $ 40,482 $ - 0.0%

Total for Function $ 909,563 $ 881,303 $ 913,375 $ 861,343 $ 957,873 $ 96,530 11.2%

FY11 FY12 FY13 FY14 FY15 $ %VEHICLE MAINTENANCE SVCS Actual Actual Actual Adopted


Variance Change

PURCHASED SERVICES - - - $ 1,200 $ 1,200 $ - 0.0%

MATERIALS & SUPPLIES - - 1,600 2,500 2,500 - 0.0%

Non-Personnel Related $ - $ - $ 1,600 $ 3,700 $ 3,700 $ - 0.0%

Total for Function $ - $ - $ 1,600 $ 3,700 $ 3,700 $ - 0.0%

Grand Total $ 909,563 $ 881,303 $ 914,975 $ 865,043 $ 961,573 $ 96,530 11.2%



FY11 FY12 FY13 FY14 FY15 $ %Function/Object Actual Actual Actual Adopted


Variance Change

1100 CLASSROOM INSTRUCTIONActual Actual Actual Adopted Budget Adopted Budget Variance Change

1121 COMP OF TEACHERS $ 678,715 $ 629,486 $ 651,102 $ 607,532 $ 654,955 $ 47,423 7.8%1520 COMP OF SUB TEACHERS 660 1,325 2,235 - - - 0.0%2100 FICA 49,427 45,097 46,906 44,281 48,002 3,721 8.4%2210 VRS (PLAN 1 & 2) 62,713 72,601 81,030 76,877 94,969 18,092 23.5%2300 HOSPITALIZATION 56,977 66,828 80,872 80,078 95,295 15,217 19.0%2310 DENTAL INSURANCE 4,637 5,894 6,757 4,929 5,504 575 11.7%2400 GROUP LIFE INSURANCE 1,842 1,704 7,551 7,164 8,645 1,481 20.7%2500 DISABILITY INS (PLAN 1&2) - - - - 2,292 2,292 0.0%2750 RETIREE HEALTH CREDIT - - - - 7,729 7,729 0.0%2810 ANNUAL LEAVE PAYOFF - 24 - - - - 0.0%2812 ROP INCENTIVE 24,068 24,068 - - - - 0.0%5203 TELEPHONE 531 471 557 1,963 1,963 - 0.0%5401 LEASE/RENTALS 7,921 7,685 6,955 8,519 9,344 825 9.7%6000 MATERIALS & SUPPLIES 22,071 26,121 29,409 30,000 29,175 (825) -2.8%

Total $ 909,563 $ 881,303 $ 913,375 $ 861,343 $ 957,873 $ 96,530 11.2%

3400 VEHICLE MAINTENANCE SVCSActual Actual Actual Adopted Budget Adopted Budget Variance Change

3308 VEHICLE REPAIRS - - - $ 1,200 $ 1,200 $ - 0.0%6008 GASOLINE/OIL/LUBRICANTS - - 1,600 2,500 2,500 - 0.0%

Total $ - $ - $ 1,600 $ 3,700 $ 3,700 $ - 0.0%

Grand Total $ 909,563 $ 881,303 $ 914,975 $ 865,043 $ 961,573 $ 96,530 11.2%

Commonwealth Governor's School (Fund 1) Expenditure Trends by Function and Object Local



Revenue Source

STATE FUNDS TOTAL

Grand Total

Personnel Related

Personnel Related





Personnel Related

Personnel Related


State

Commonwealth Governer's School (Fund 1) - Expenditures by Function



Variance Change

$ 762,045 $ 787,597 $ 856,291 $ 884,017 $ 1,065,416 $ 181,399 20.5%

$ 762,045 $ 787,597 $ 856,291 $ 884,017 $ 1,065,416 $ 181,399 20.5%



Variance Change



Variance Change

SALARIES/WAGES $ 219,538 $ 226,356 $ 241,208 $ 242,333 $ 162,886 $ (79,447) (32.8%)

EMPLOYEE BENEFITS 53,231 60,557 70,898 72,242 51,683 (20,559) (28.5%)

Personnel Related $ 272,769 $ 286,913 $ 312,106 $ 314,575 $ 214,569 $ (100,006) (31.8%)

PURCHASED SERVICES $ 102,243 $ 121,330 $ 139,192 $ 140,730 $ 141,491 $ 761 0.5%

OTHER CHARGES 82,530 81,477 97,572 198,903 213,111 14,208 7.1%

MATERIALS & SUPPLIES 290,549 297,325 281,201 203,809 356,911 153,102 75.1%

CAPITAL OUTLAY 11,267 - - - - - 0.0%

Non-Personnel Related $ 486,589 $ 500,132 $ 517,964 $ 543,442 $ 711,513 $ 168,071 30.9%


FY11 FY12 FY13 FY14 FY15 $ %TECHNOLOGY - CLASSROOM Actual Actual Actual Adopted


Variance Change

MATERIALS & SUPPLIES - - $ 26,030 $ 26,000 $ 26,000 - 0.0%

Non-Personnel Related $ - $ - $ 26,030 $ 26,000 $ 26,000 $ - 0.0%

Total for Function $ - $ - $ 26,030 $ 26,000 $ 26,000 $ - 0.0%

FY11 FY12 FY13 FY14 FY15 $ %TECHNOLOGY -INSTRUCT. SUP Actual Actual Actual Adopted


Variance Change

SALARIES/WAGES - - - - $ 83,318 $ 83,318 100.0%

EMPLOYEE BENEFITS - - - - 30,016 30,016 100.0%

Personnel Related $ - $ - $ - $ - $ 113,334 $ 113,334 100.0%

Total for Function $ - $ - $ - $ - $ 113,334 $ 113,334 100.0%

Grand Total $ 759,357 $ 787,045 $ 856,100 $ 884,017 $ 1,065,416 $ 181,399 20.5%





Variance Change

1100 CLASSROOM INSTRUCTION Actual Actual Actual Adopted Budget Adopted Budget Variance Change

1110 COMP OF DIRECTORS $ 92,641 $ 97,929 $ 105,910 $ 105,910 $ 107,719 $ 1,809 1.7%1140 COMP-TECHNICAL PERSONNEL 77,198 77,970 82,493 82,493 - - 0.0%1150 COMP OF CLERICAL STAFF 47,730 48,138 50,930 50,930 52,167 1,237 2.4%1540 CLERICAL - SUBS/OVERTIME - 244 - - - - 0.0%1611 SUPP PAY/SUMMER ENRICHMT 1,969 2,075 1,875 3,000 3,000 - 0.0%2100 FICA 16,393 16,915 18,045 18,041 12,139 (5,902) -32.7%2210 VRS (PLAN 1 & 2) 20,734 26,728 30,563 30,563 23,183 (7,380) -24.1%2300 HOSPITALIZATION 14,492 15,050 18,020 19,640 11,146 (8,494) -43.2%2310 DENTAL INSURANCE 1,001 1,237 1,423 1,150 657 (493) -42.9%2400 GROUP LIFE INSURANCE 609 627 2,848 2,848 2,111 (737) -25.9%2500 DISABILITY INS (PLAN 1&2) - - - - 560 - 0.0%2750 RETIREE HEALTH CREDIT - - - - 1,887 - 0.0%3000 PURCHASED SERVICES 36,150 43,940 41,743 32,639 35,000 2,361 7.2%3002 PRINTING/BINDING 2,952 4,028 4,500 4,500 4,500 - 0.0%3014 VERIZON MAINTENANCE 18,953 17,005 37,400 30,000 30,000 - 0.0%3101 INSTRUCTIONAL DEVELOPMENT - 3,049 831 8,091 8,091 - 0.0%3104 FIELD TRIPS 35,445 44,398 46,005 55,000 53,400 (1,600) -2.9%3322 XEROX MAINTENANCE 3,743 3,909 3,712 5,500 5,500 - 0.0%3612 ROBOTICS/TEAM COACHING 5,000 5,000 5,000 5,000 5,000 - 0.0%5201 POSTAGE 623 493 270 2,500 1,500 (1,000) -40.0%5203 TELEPHONE 3,091 2,232 1,811 4,500 4,500 - 0.0%5205 SITE CONNECTIONS 70,041 67,339 85,677 165,000 195,000 30,000 18.2%5300 FIRE & LIABILITY INS - - 1,903 1,903 1,911 8 0.4%5500 TRAVEL 8,774 11,414 7,910 25,000 10,000 (15,000) -60.0%5820 LATE FEES/SERVICE CHARGES - - - - 200 200 100.0%6000 MATERIALS & SUPPLIES 9,871 4,778 8,302 8,579 188,072 179,493 2092.2%6015 COMPUTER SUPPL/SOFTWARE 26,000 26,000 - - - - 0.0%6047 ASST TO PART. DIVISIONS 105,619 114,307 19,806 19,806 3,684 (16,122) -81.4%6300 INSTR. SUPPLEMENTAL MAT. 21,905 10,868 43,892 42,500 49,653 7,153 16.8%6301 TECH MAINT/UPGRADES 119,814 135,880 204,968 119,724 107,301 (12,423) -10.4%6302 SUM/NEW STUDENT ORIENT 940 893 832 1,200 1,201 1 0.1%6303 SUMMER ENRICHMENT 6,400 4,600 3,400 12,000 7,000 (5,000) -41.7%8200 NEW EQUIPMENT 11,267 - - - - - 0.0%

Total $ 759,357 $ 787,045 $ 830,070 $ 858,017 $ 926,082 68,065 9.1%

6810 TECHNOLOGY - CLASSROOMActual Actual Actual Adopted Budget Adopted Budget Variance Change

6015 COMPUTER SUPPL/SOFTWARE - - $ 26,030 $ 26,000 $ 26,000 $ - 0.0%

Total $ - $ - $ 26,030 $ 26,000 $ 26,000 - 0.0%

6820 TECHNOLOGY -INSTRUCT. SUPActual Actual Actual Adopted Budget Adopted Budget Variance Change

1140 COMP-TECHNICAL PERSONNEL - - - - $ 83,318 $ 83,318 100.0%2100 FICA - - - - 6,193 6,193 100.0%2210 VRS (PLAN 1 & 2) - - - - 12,081 12,081 100.0%2300 HOSPITALIZATION - - - - 8,874 8,874 100.0%2310 DENTAL INSURANCE - - - - 493 493 100.0%2400 GROUP LIFE INSURANCE - - - - 1,100 1,100 100.0%2500 DISABILITY INS (PLAN 1&2) - - - - 292 292 100.0%2750 RETIREE HEALTH CREDIT - - - - 983 983 100.0%

Total $ - $ - $ - $ - $ 113,334 113,334 100.0%

Grand Total $ 759,357 $ 787,045 $ 856,100 $ 884,017 $ 1,065,416 $ 181,399 20.5%

Commonwealth Governor's School (Fund 1) Expenditure Trends by Function and Object State



Rappahannock Regional Juvenile Detention Center

Description/Major Activities

The vision of the Rappahannock Juvenile Detention Center is to provide instructional excellence for academic and personal success for all residents. The mission of the State Operated Detention Education programs is to provide students with quality instruction through a continuum of education programs necessary to transition from the program with tools that enhance citizenship and life-long learning.

The Rappahannock Detention Home School is a partnership between the Virginia Department of Education and Spotsylvania County Public Schools providing appropriate educational services to detained youth. All funding is provided by the Virginia Department of Education. The Rappahannock Detention Home School fThe educational program is regional and serves students primarily from the counties of Spotsylvania, Stafford, King George, Louisa, Orange, and Madison, as well as the City of Fredericksburg. All funding is provided by the Virginia Department of Education. The Rappahannock Detention Home School follows the Spotsylvania County School curriculum and instructional schedule. The staff works with students, elementary through high school, encouraging them to maintain or improve their academic standing and successfully transition them back into their home schools. In addition, instructional services are provided for special education, general education, and students seeking a GED. All assignments in the content areas are aligned with the Virginia Standards of Learning (SOL) which includes SOL testing.

Our instructional program is designed to meet the individual academic needs of every student through the delivery of 5.5 instructional hours daily to each student. We provide the following continuum of education services: • Special Education services • Post-disposition core subjects and program services • Life skills instruction • Art through art therapy instruction • Physical education/health instruction • GED preparation • Post-graduation preparation/career development • SOL testing • Literacy Support • Character Education • Summer enrichment program


Our students were able to participate in the NanoWrimo online writing initiative for the second year in a row. We were included in an IDEA grant through a collaborative effort led by Jackie Keith, Librarian at Riverbend High School. Our students created a book, Student Anthology 2013-2014, which was supported by Ms. Keith. Students from our Post-Dispositional program also assisted with and participated in the Baron Braswell 5K Run Against Teen Violence.

Significant Challenges

Based on the physical location of our facility, it has been a challenge to secure immediate technology support when emergencies arise within our network. We have technology equipment that requires systematic upgrading and programming. The limited technology assistance has impacted our ability to adequately perform job duties related to instruction and finance. Another issue is the limited availabilty of space needed to store school materials, records, and to provide specific academic supports to our struggling learners. Also, the lack of mentor services for returning students and training for school staff in regard to the social/emotional impact on incarcerated students is a problem that has negatively affected their successful transition back to school.



Revenue Source

STATE FUNDS TOTAL $ $

FEDERAL FUNDS

Grand Total $ $

Personnel Related$ $


Non-Personnel Related$ $

Non-Personnel Related$ $

$ $



$ $

$ $

Rappahannock Regional Juvenile Detention Center (Fund 2) - Revenue by Funding Source

Rappahannock Regional Juvenile Detention Center (Fund 2) - Expenditures by Function



Variance Change

$ 759,468 785,730 1,033,247 $ 1,079,870 $ 988,837 $ (91,033) (8.4%)

44,422 51,203 52,291 74,766 70,000 (4,766) (6.4%)

$ 803,890 836,933 1,085,538 $ 1,154,636 $ 1,058,837 $ (95,799) -8.3%



Variance Change



Variance Change

SALARIES/WAGES $ 454,895 502,972 558,635 $ 591,248 $ 541,298 $ (49,950) (8.4%)


Personnel Related $ 589,135 650,534 734,057 $ 789,264 $ 754,797 $ (34,467) (4.4%)

PURCHASED SERVICES $ 8,312 11,184 10,973 $ 15,880 $ 16,880 $ 1,000 6.3%

OTHER CHARGES 1,902 2,239 749 2,900 2,900 - 0.0%

MATERIALS & SUPPLIES 21,843 45,415 85,083 156,467 83,640 (72,827) (46.5%)

Non-Personnel Related $ 32,057 58,838 96,806 $ 175,247 $ 103,420 $ (71,827) (41.0%)

Total for Function $ 621,192 709,372 830,862 $ 964,511 $ 858,217 $ (106,294) (11.0%)

FY11 FY12 FY13 FY14 FY15 $ %OFFICE OF THE PRINCIPAL Actual Actual Actual Adopted


Variance Change

SALARIES/WAGES $ 128,269 112,350 143,051 $ 143,654 $ 147,919 $ 4,265 3.0%


Personnel Related $ 159,510 132,870 188,405 $ 190,125 $ 200,620 $ 10,495 5.5%

Total for Function $ 159,510 132,870 188,405 $ 190,125 $ 200,620 $ 10,495 5.5%

Grand Total $ 780,702 842,243 1,019,268 $ 1,154,636 $ 1,058,837 $ (95,799) (8.3%)





Variance Change



Variance Change

1121 COMP OF TEACHERS $ 450,525 $ 489,007 $ 556,255 $ 587,248 $ 537,298 $ (49,950) (8.5%)

1520 COMP OF SUB TEACHERS 4,370 13,965 2,380 4,000 4,000 - 0.0%

2100 FICA 33,212 37,144 41,411 44,111 40,198 (3,913) (8.9%)

2210 VRS (PLAN 1 & 2) 42,897 58,110 71,034 74,992 77,909 2,917 3.9%






3000 PURCHASED SERVICES 2,455 7,623 3,881 7,380 7,380 - 0.0%

3001 PROFESSIONAL IMPROVEMENT 3,457 3,562 7,092 8,500 9,500 1,000 11.8%

3320 MAINTENANCE CONTRACTS 2,400 - - - - - 0.0%

5204 DATA COMMUNICATION LINES 1,268 1,431 - 600 600 - 0.0%

5401 LEASE/RENTALS 603 808 749 800 800 - 0.0%

5500 TRAVEL 31 - - 1,500 1,500 - 0.0%

6000 MATERIALS & SUPPLIES 21,843 45,415 85,083 156,467 83,640 (72,827) (46.5%)

Total $ 621,192 $ 709,372 $ 830,862 $ 964,511 $ 858,217 $ (106,294) (11.0%)

1410 OFFICE OF THE PRINCIPALActual Actual Actual Adopted


Variance Change

1126 COMP OF PRINCIPALS $ 116,359 $ 98,393 $ 104,100 $ 104,100 $ 107,243 $ 3,143 3.0%


2100 FICA 9,125 8,507 10,370 10,446 10,766 320 3.1%

2210 VRS (PLAN 1 & 2) 11,089 11,738 18,268 18,345 21,448 3,103 16.9%

2300 HOSPITALIZATION 9,928 - 13,795 14,985 15,285 300 2.0%

2310 DENTAL INSURANCE 773 - 1,220 986 986 - 0.0%

2400 GROUP LIFE INSURANCE 326 276 1,702 1,709 1,953 244 14.3%



Total $ 159,510 $ 132,870 $ 188,405 $ 190,125 $ 200,620 $ 10,495 5.5%

Grand Total $ 780,702 $ 842,243 $ 1,019,268 $ 1,154,636 $ 1,058,837 $ (95,799) (8.3%)

Rappahannock Regional Juvenile Detention Center (Fund 2) Expenditure Trends by Function and Object



Food Service


The school division recognizes the importance of well balanced meals and nutritious foods to assist students in their learning process. By partnering with Sodexo School Dining Services, the school division has been able to provide a variety of nutritious meals and expanded involvement with students, faculty, and staff in the development of the Food Service Program. These enhancements have enabled the Food Service Program to become self-supportive. The critical function of the Food Service Department is to provide a nutritious and well-balanced USDA reimbursable breakfast, lunch, and a la carte program providing students a variety of choices in meal selection with high quality product while maintaining a sound fiscal fund balance.


• Continue school breakfast programs in all schools. • Half of the elementary schools provide a form of breakfast in the classroom. • Continue to conduct two S.N.A.C. (Student Nutrition Advisory Committee) meetings a year at each school. • Continue use of leaner meats, reduced fat cheese and milk products, fresh fruit every day, and more whole grains and whole wheat at all schools. • The Food Focus Nutrition Program is updated annually and communication sent to principals and key Spotsylvania personnel highlighting nutrition. • All a la carte and vending food and beverages for students meet all Spotsylvania County Public Schools Wellness Regulations standards as well as US Healthier Challenge goal. • Continue providing a variety of meal choices - 5 entree choices a day for elementary students, 12 or more for secondary students. • All cafeterias, where personnel options are available, meet their meals-per-labor-hour of 18. • Maintain Environments Program at all schools in the division. • Continue to create and provide nutritional analysis menus to Head Start monthly, as well as, providing monthly meal counts for federal auditing of the Head Start program and nutritional support at functions when needed. • Training conducted on HACCP (Hazard Analysis Critical Control Points) Guidelines and Quality Assurance. • High scores on third party (NSF) and safety audits. • Increased participation rates. • Passed the Federal review. • On site dietitians and HR teams.


• Raising awareness among parents and students of healthy nutrition to help decrease the number of overweight children. • Parents paying monies due for accounts in arrears. • Educating faculty, staff, and parents on the national school meal program regulations and requirements vs. perception of contractor policy. • Staff awareness and adherence to the free and reduced program requirements, regulations and restrictions under federal law. • New guidelines for a la carte.



FY15Revenue Source Adopted

Budget

STATE FUNDS TOTAL 215,279 $

FEDERAL FUNDS 4,391,600

CITY-COUNTY FUNDS 63,870

OTHER FUNDS 4,859,464

Grand Total 9,530,213 $

FY15Adopted Budget

Adopted Budget

Personnel Related $ 37,514

6,561Personnel Related $ 44,075

$ 44,075

FY15Adopted Budget

Non-Personnel Related $ 18,000

49,000Non-Personnel Related $ 67,000

$ 67,000

FY15Adopted Budget

Personnel Related $ 1,375,797

1,074,782Personnel Related $ 2,450,579

Non-Personnel Related $ 6,902,989

27,750

37,820

-Non-Personnel Related $ 6,968,559

$ 9,419,138

FY15Adopted Budget

Personnel Related -

-Personnel Related $ -

$ -

$ 9,530,213

Food Service (Fund 3) - Revenue by Funding Source

Food Service (Fund 3) - Expenditures by Function

FY11 FY12 FY13 FY14 $ %Actual Actual Actual Adopted


$ 189,491 $ 209,373 $ 217,593 $ 252,668 $ (37,389) (14.8%)

3,796,041 4,154,535 4,325,870 4,190,685 200,915 4.8%

55,870 55,870 55,870 55,870 8,000 14.3%

5,056,515 4,943,221 4,602,672 5,545,142 (685,678) (12.4%)

$ 9,097,918 $ 9,362,999 $ 9,202,005 $ 10,044,365 $ (514,152) (5.1%)

FY11 FY12 FY13 FY14 $ %Actual Actual Actual Adopted


BUILDING SERVICES Actual Actual Actual Adopted Budget

Variance Change

SALARIES/WAGES - $ 26,436 $ 35,178 $ 36,903 $ 611 1.7%

EMPLOYEE BENEFITS - 11,102 6,024 7,023 (462) (6.6%)Personnel Related $ - $ 37,538 $ 41,202 $ 43,926 $ 149 0.3%

Total for Function $ - $ 37,538 $ 41,202 $ 43,926 $ 149 0.3%

FY11 FY12 FY13 FY14 $ %EQUIPMENT SERVICES Actual Actual Actual Adopted


PURCHASED SERVICES - - - $ 18,000 $ - 0.0%

MATERIALS & SUPPLIES - - - 49,000 - 0.0%Non-Personnel Related $ - $ - $ - $ 67,000 $ - 0.0%

Total for Function $ - $ - $ - $ 67,000 $ - 0.0%

FY11 FY12 FY13 FY14 $ %SCHOOL FOOD SERVICES Actual Actual Actual Adopted


SALARIES/WAGES $ 1,487,308 $ 1,443,984 $ 1,442,198 $ 1,399,354 $ (23,557) (1.7%)

EMPLOYEE BENEFITS 922,933 925,979 1,022,003 1,053,071 21,711 2.1%Personnel Related $ 2,410,241 $ 2,369,963 $ 2,464,201 $ 2,452,425 $ (1,846) (0.1%)

PURCHASED SERVICES $ 6,750,930 $ 6,968,873 $ 6,377,860 $ 7,419,252 $ (516,263) (7.0%)

OTHER CHARGES 13,981 16,678 14,255 27,750 - 0.0%

MATERIALS & SUPPLIES 22,076 25,847 22,576 34,012 3,808 11.2%

CAPITAL OUTLAY 21,436 - - - - 0.0%Non-Personnel Related $ 6,808,423 $ 7,011,398 $ 6,414,691 $ 7,481,014 $ (512,455) (6.9%)

Total for Function $ 9,218,664 $ 9,381,361 $ 8,878,892 $ 9,933,439 $ (514,301) (5.2%)

FY11 FY12 FY13 FY14 $ %TECHNOLOGY - FOOD SVC Actual Actual Actual Adopted


SALARIES/WAGES $ 35,503 $ 21,632 - - $ - 0.0%

EMPLOYEE BENEFITS 11,749 8,218 - - - 0.0%Personnel Related $ 47,253 $ 29,849 $ - $ - $ - 0.0%

Total for Function $ 47,253 $ 29,849 $ - $ - $ - 0.0%

Grand Total $ 9,265,917 $ 9,448,749 $ 8,920,094 $ 10,044,365 $ (514,152) (5.1%)





Variance Change

4200 BUILDING SERVICESActual Actual Actual Adopted


Variance Change

1161 COMP OF MAINT EMPLOYEES $ - $ 26,436 $ 35,178 $ 36,903 $ 37,514 $ 611 1.7%

2100 FICA - 1,826 2,675 2,824 2,870 46 1.6%

2210 VRS (PLAN 1 & 2) - 3,524 2,930 3,760 3,065 (695) (18.5%)

2300 HOSPITALIZATION - 5,238 - - - - 0.0%

2310 DENTAL INSURANCE - 441 - - - - 0.0%

2400 GROUP LIFE INSURANCE - 74 419 439 495 56 12.8%


Total $ - $ 37,538 $ 41,202 $ 43,926 $ 44,075 $ 149 0.3%

4400 EQUIPMENT SERVICESActual Actual Actual Adopted


Variance Change

3310 REPAIRS TO EQUIPMENT - - - $ 18,000 $ 18,000 $ - 0.0%

6009 REPAIR PARTS/SUPPLIES - - - 49,000 49,000 - 0.0%

Total $ - $ - $ - $ 67,000 $ 67,000 $ - 0.0%

5100 SCHOOL FOOD SERVICESActual Actual Actual Adopted


Variance Change

1130 COMP-PROF SUPV PERSONNEL $ 741,593 $ 695,195 $ 722,840 $ 709,084 $ 691,627 $ (17,457) (2.5%)

1145 COMP OF CAFETERIA WORKERS 680,626 634,538 663,256 613,155 605,948 (7,207) (1.2%)


1610 SUPPLEMENTAL PAY 25,477 38,026 17,987 38,000 38,000 - 0.0%

1630 FACILITY USE - OVERTIME 297 - - 1,000 1,000 - 0.0%

1998 BONUS - ONE TIME - 40,200 - - - - 0.0%

2100 FICA 99,179 95,175 95,568 92,263 90,528 (1,722) (1.9%)

2210 VRS (PLAN 1 & 2) 158,616 165,746 148,489 153,085 151,469 (1,616) (1.1%)


2301 RETIREE HEALTH INSURANCE 99,468 105,932 111,211 141,615 141,615 - 0.0%

2303 RETIREE PRESCRI DRUG PROG 39,216 45,833 45,493 52,653 62,073 9,420 17.9%

2310 DENTAL INSURANCE 37,218 38,338 42,892 32,533 32,205 (328) (1.0%)

2311 RETIREE DENTAL INSURANCE 3,777 4,710 4,868 6,297 6,297 - 0.0%

2400 GROUP LIFE INSURANCE 3,965 3,696 16,386 15,628 17,001 1,373 8.8%



2800 RETIREE SICK LEAVE PAY 13,395 - 9,510 14,355 14,355 - 0.0%

2812 ROP INCENTIVE 22,486 9,206 6,429 - - - 0.0%

3000 PURCHASED SERVICES 6,702,272 15,906 8,958 85,332 81,524 (3,808) (4.5%)

3006 WORKER'S COMPENSATION 48,658 35,102 41,348 49,254 49,254 - 0.0%

3015 FEES & RELATED SERVICES - 6,917,865 6,327,555 7,284,666 6,772,211 (512,455) (7.0%)

5201 POSTAGE 1,093 2,715 3,030 6,000 6,000 - 0.0%

5401 LEASE/RENTALS - 2,548 918 2,000 2,000 - 0.0%

5500 TRAVEL 12,855 11,380 10,163 19,400 19,400 - 0.0%

5801 DUES/LICENSES 33 35 144 350 350 - 0.0%


6001 OFFICE SUPPLIES 17,760 20,176 19,921 30,000 30,000 - 0.0%

6008 GASOLINE/OIL/LUBRICANTS - - - 500 500 - 0.0%

8200 NEW EQUIPMENT 21,436 - - - - - 0.0%

Total $ 9,218,664 $ 9,381,361 $ 8,878,892 $ 9,933,439 $ 9,419,138 $ (514,301) -5.2%

6870 TECHNOLOGY - FOOD SERVICEActual Actual Actual Adopted


Variance Change

1140 COMP-TECHNICAL PERSONNEL $ 35,503 $ 21,632 - - - $ - 0.0%

2100 FICA 2,422 1,471 - - - - 0.0%

2210 VRS (PLAN 1 & 2) 3,383 2,581 - - - - 0.0%

2300 HOSPITALIZATION 5,415 3,753 - - - - 0.0%

2310 DENTAL INSURANCE 429 352 - - - - 0.0%

2400 GROUP LIFE INSURANCE 99 61 - - - - 0.0%

Total $ 47,253 $ 29,849 $ - $ - $ - $ - 0.0%

Grand Total $ 9,265,917 $ 9,448,749 $ 8,920,094 $ 10,044,365 $ 9,530,213 $ (514,152) (5.1%)

Food Service (Fund 3) Expenditure Trends by Function and Object



Regional Adult Education

Description and Major Activities

Spotsylvania County Public Schools offers two adult education programs that serve the region, the Rappahannock Area Regional Adult Education Program (RARAE) and Apprenticeship Education Program. Apprenticeship Education is a method of training employees for a skilled occupation through a combination of on-the-job work experience and related classroom instruction. The Spotsylvania Career and Technical Center (SCTC) is the Apprenticeship-Related Instruction Center for Region 13 that includes the counties of Spotsylvania, Caroline, King George, Stafford, Westmoreland, the City of Fredericksburg, and the Town of Colonial Beach. SCTC works closely with employers and a network of regional providers to plan and deliver classroom instruction for apprentices. An Annual Plan for Related Instruction Services for Region 13 is submitted to the Virginia Community College System each year for approval. Funding to help offset the cost of tuition for apprentices is allocated by the Commonwealth of Virginia. Upon completion of an apprenticeship program, a graduate is recognized by the Virginia Department of Labor and Industry for Journeyman status and is eligible for licensing by the Commonwealth of Virginia.

Through a regional agreement among the school divisions in Planning District 16 (Fredericksburg, Caroline, Spotsylvania, Stafford and King George) and with the support of the Virginia Department of Education through a Regional Adult Education Program Manager grant, Spotsylvania County Public Schools administers the Workforce Investment Act, Title II program services for the planning district. The administrative office is located at the Spotsylvania Career and Technical Center with classes and other services offered at approximately twenty sites across the region. Classes include: Adult Basic Education (ABE), English for Speakers of Other Languages (ESOL), GED preparation and testing, Adult High school completion, and customized workplace training programs.

Major Accomplishments:

Apprenticeship: • Served over 194 students last year, with over 101 registered apprenticeships for the 2013-2014 school year. • Increased the passing rate on the Journeyman’s test. • Offered preschool training sessions for instructors and conducted a post school evaluation.

Regional Adult Education: • Served 1150 adults in program year 2013-2014. • Provided instruction to support 16 adults achieving their U.S. Citizenship in program years 2012-2013. • During the past five years, 1,100 students have earned their GED through our program.


• Increase offerings based on community needs. • Increase the number of students served. • Increase the number of students who are registered apprentices and pass the Journeyman’s test. • Continue to work with VCCS on improving partnerships with industry. • Maintain and increase funding for the programs. • More space for classes to encourage growth.



Revenue Source

STATE FUNDS TOTAL

FEDERAL FUNDS

CITY-COUNTY FUNDS

OTHER FUNDS

Grand Total

Personnel Related

Personnel Related



Non-Personnel RelatedNon-Personnel Related

Regional Adult Education (Fund 4) - Revenue by Funding Source

Regional Adult Education (Fund 4) - Revenue by Funding Source



Variance Change

$ 134,919 $ 167,891 $ 186,935 $ 210,000 $ 202,494 $ (7,506) (3.6%)

246,924 283,080 308,808 330,000 379,553 49,553 15.0%

11,522 11,891 12,601 15,101 15,884 783 5.2%

178,935 121,215 133,692 172,295 172,295 - 0.0%

$ 572,300 $ 584,076 $ 642,036 $ 727,396 $ 770,226 $ 42,830 5.9%



Variance Change



Variance Change

SALARIES/WAGES $ 489,730 $ 478,946 $ 495,239 $ 556,816 $ 628,301 $ 71,485 12.8%


Personnel Related $ 543,893 $ 535,980 $ 571,015 $ 639,837 $ 717,660 $ 77,823 12.2%


PURCHASED SERVICES $ 28,769 $ 28,626 $ 25,838 $ 64,306 $ 32,403 $ (31,903) (49.6%)

OTHER CHARGES 6,793 6,213 7,779 7,063 2,908 (4,155) (58.8%)

MATERIALS & SUPPLIES 27,068 15,731 37,692 16,190 15,255 (935) (5.8%)

Non-Personnel Related $ 62,629 $ 50,569 $ 71,309 $ 87,559 $ 50,566 $ (36,993) (42.2%)

Total for Function $ 62,629 $ 50,569 $ 71,309 $ 87,559 $ 50,566 $ (36,993) (42.2%)

FY11 FY12 FY13 FY14 FY15 $ %OFFICE OF THE PRINCIPAL Actual Actual Actual Adopted


Variance Change

OTHER CHARGES $ - $ - $ - $ - $ 2,000 $ 2,000 100.0%Non-Personnel Related $ - $ - $ - $ - $ 2,000 $ 2,000 100.0%

Total for Function $ - $ - $ - $ - $ 2,000 $ 2,000 100.0%

Grand Total $ 606,523 $ 586,549 $ 642,323 $ 727,396 $ 770,226 $ 42,830 5.9%





Variance Change



Variance Change

1121 COMP OF TEACHERS $ 451,361 $ 423,224 $ 439,860 $ 479,416 $ 555,008 $ 75,592 15.8%

1141 COMP OF TEACHER ASS'TS - 8,696 5,974 11,265 8,000 (3,265) (29.0%)

1150 COMP OF CLERICAL STAFF 29,764 39,294 43,294 64,635 63,793 (842) (1.3%)

1350 CLERICAL - PART-TIME 8,605 7,732 6,111 - - - 0.0%

1610 SUPPLEMENTAL PAY - - - 1,500 1,500 - 0.0%

2100 FICA 37,317 36,487 37,355 42,032 47,723 5,691 13.5%

2210 VRS (PLAN 1 & 2) 11,446 14,472 16,390 16,389 18,884 2,495 15.2%

2300 HOSPITALIZATION 4,749 5,381 18,981 21,758 18,053 (3,705) (17.0%)

2310 DENTAL INSURANCE 315 354 1,523 1,314 986 (328) (25.0%)




3000 PURCHASED SERVICES 11,948 10,375 11,505 29,631 12,410 (17,221) (58.1%)

3001 PROFESSIONAL IMPROVEMENT 8,641 10,841 6,618 22,142 6,550 (15,592) (70.4%)

3013 PEM PPURCHASED SERVICES 6,499 5,531 5,834 5,834 7,065 1,231 21.1%

3320 MAINTENANCE CONTRACTS 1,681 1,879 1,881 6,699 6,378 (321) (4.8%)

5201 POSTAGE 1,088 556 2,121 - - - 0.0%

5203 TELEPHONE 893 746 768 948 1,105 157 16.6%

5401 LEASE/RENTALS 2,261 2,127 2,170 2,864 1,000 (1,864) (65.1%)

5500 TRAVEL 2,550 2,784 2,719 3,251 803 (2,448) (75.3%)

6000 MATERIALS & SUPPLIES 27,068 15,731 37,692 16,190 15,255 (935) (5.8%)

$ 606,523 $ 586,549 $ 642,323 $ 727,396 $ 768,226 $ 40,830 5.9%

1410 OFFICE OF THE PRINCIPALActual Actual Actual Adopted


Variance Change

5500 TRAVEL - - - - 2,000 2,000 100.0%

Grand Total $ 606,523 $ 586,549 $ 642,323 $ 727,396 $ 770,226 $ 42,830 5.9%

Regional Adult Education (Fund 4) Expenditure Trends by Function and Object



Joint Fleet Maintenance Services


It is the department’s mission to provide quality fleet management services effectively and eddiciently while assuring superior customer satisfaction. The critical function is to consistently achieve or exceed customer satisfaction by providing effective and efficient vehicle management services to include safety inspections, scheduled and non-scheduled maintenance and repairs for the countywide fleet of departmental vehicles. The strategic goals and key budget measures of the department are:

• To provide effective and efficient fleet management service • Balance customer expectations with fiscal accountability • Manage all fuel dispensing activities • Attract, hire, and retain quality personnel


• Recruitment and hiring of competent and motivated employees. • Implementation of customer appointment systems. • Installation of modern fleet management software (FASTER) and standard operating procedures have significantly reduced vehicle downtime and exceeded customer expectations. • Lowered fuel cost by implementing the conversion of 32 vehicles to operate on propane gas. • Implemented a new fuel card system that provides secure fuel dispensing information on a daily basis • Increased productivity and safety by upgrading of shop tools, and equipment as well as the provision of supervisory, management, and technical training


• Continue to maintain the reliability and safe operation of an aging fleet. • Ensure superior fleet management services to all customers while maintaining level funding. • Continue to manage fuel costs and investifate alternative fuels. • Maintain operational costs with continued attention to improving core services.



FY15 $ %Revenue Source Adopted


CITY-COUNTY FUNDS - $ - 100.0%

OTHER FUNDS 2,551,884 46,349 1.8%

Grand Total 2,551,884 $ 46,349 1.8%


Variance Change


Variance Change

$ 872,923 $ 22,868 2.7%

403,656 1,604 0.4%$ 1,276,579 $ 24,472 2.0%

$ 42,604 $ (975) (2.2%)

117,357 (19,525) (14.3%)

1,083,344 42,377 4.1%

32,000 - 0.0%$ 1,275,305 $ 21,877 1.7%

$ 2,551,884 $ 46,349 1.8%

Joint Fleet Maintenance Services (Fund 7) - Expenditures by Function

Joint Fleet Maintenance Services (Fund 7) - Revenue by Funding Source


Budget

$ - $ - $ - $ - $

2,108,574 2,243,506 2,250,753 2,505,535

$ 2,108,574 $ 2,243,506 $ 2,250,753 $ 2,505,535 $


BudgetFY11 FY12 FY13 FY14

VEHICLE MAINTENANCE SVCS Actual Actual Actual Adopted Budget

SALARIES/WAGES $ 732,714 $ 717,858 $ 800,962 $ 850,055

EMPLOYEE BENEFITS 314,819 329,441 352,554 402,052Personnel Related $ 1,047,533 $ 1,047,298 $ 1,153,516 $ 1,252,107

PURCHASED SERVICES $ 34,447 $ 45,013 $ 47,442 $ 43,579

OTHER CHARGES 164,310 152,859 127,900 136,882

MATERIALS & SUPPLIES 801,773 901,032 897,159 1,040,967

CAPITAL OUTLAY 20,090 24,796 - 32,000Non-Personnel Related $ 1,020,620 $ 1,123,700 $ 1,072,500 $ 1,253,428

2,226,016Grand Total $ 2,068,153 $ 2,170,999 $ $ 2,505,535





Variance Change

3400 VEHICLE MAINTENANCE SVCSActual Actual Actual Adopted


Variance Change



1165 COMP OF MECHANICS 602,375 605,013 620,658 658,712 677,438 18,726 2.8%

1260 COMP OF MECHANICS - O/T 521 104 49 3,500 3,500 - 0.0%

1600 COMP - SUPPLEMENTS 1,800 - - 6,200 6,200 - 0.0%

1998 BONUS - ONE TIME - 10,800 - - - - 0.0%

2100 FICA 51,884 50,598 56,821 60,050 61,669 1,619 2.7%

2210 VRS (PLAN 1 & 2) 89,806 91,968 75,800 90,837 83,729 (7,108) (7.8%)



2310 DENTAL INSURANCE 9,765 12,153 14,003 12,159 12,159 - 0.0%





2810 ANNUAL LEAVE PAYOFF 1,557 13,827 4,690 8,401 4,690 (3,711) (44.2%)

2812 ROP INCENTIVE 8,845 - - - - - 0.0%

3000 PURCHASED SERVICES 11,128 21,283 18,350 18,800 18,800 - 0.0%

3001 PROFESSIONAL IMPROVEMENT 4,225 3,595 2,138 3,279 2,804 (475) (14.5%)

3002 PRINTING/BINDING 52 111 292 - - - 0.0%

3017 UNIFORM RENTALS 3,582 3,338 3,426 5,000 4,500 (500) (10.0%)

3310 REPAIRS TO EQUIPMENT 1,063 6,286 10,622 3,500 3,500 - 0.0%

3320 MAINTENANCE CONTRACTS 14,397 10,402 12,614 13,000 13,000 - 0.0%

5101 ELECTRICITY 95,733 92,727 66,308 70,000 70,000 - 0.0%

5102 FUEL OIL/GAS 20,738 12,958 14,140 15,000 15,000 - 0.0%

5103 WATER/SEWAGE FEES 6,145 4,780 3,569 4,389 4,389 - 0.0%

5203 TELEPHONE - 880 702 893 893 - 0.0%

5309 FLEET INSURANCE - - 1,550 1,500 1,500 - 0.0%

5401 LEASE/RENTALS 41,623 41,514 41,631 45,000 25,000 (20,000) (44.4%)

5500 TRAVEL 71 - - 100 100 - 0.0%

5801 DUES/LICENSES - - - - 475 475 100.0%

6001 OFFICE SUPPLIES 1,927 1,326 1,285 1,500 1,500 - 0.0%

6008 GASOLINE/OIL/LUBRICANTS - - 8,852 10,000 10,000 - 0.0%

6009 REPAIR PARTS/SUPPLIES 570,267 620,774 611,439 744,403 768,080 23,677 3.2%

6012 OTHER OPERATING SUPPLIES 8,251 8,819 10,387 10,000 10,000 - 0.0%

6015 COMPUTER SUPPL/SOFTWARE 975 975 975 1,000 1,000 - 0.0%

6017 UNIFORMS 804 887 1,556 1,000 1,000 - 0.0%

6028 TIRES & TUBES - NEW 134,553 155,454 143,632 160,000 160,000 - 0.0%

6029 TIRES - RECAPPED 37,974 44,842 56,305 40,000 60,000 20,000 50.0%

6030 CLEANING SUPPLIES 858 1,409 1,363 2,800 1,500 (1,300) (46.4%)

6049 FLUIDS/LUBRICANTS 46,164 66,311 60,868 70,000 70,000 - 0.0%

6500 DONATIONS-SPECIAL PROGRAM - 236 497 264 264 - 0.0%

8100 REPLACEMENT EQUIPMENT - - - 5,000 5,000 - 0.0%

8200 NEW EQUIPMENT 20,090 24,796 - 27,000 27,000 - 0.0%

Grand Total $ 2,068,153 $ 2,170,999 $ 2,226,016 $ 2,505,535 $ 2,551,884 $ 46,349 1.8%

Joint Fleet Maintenance Services (Fund 7) Expenditure Trends by Function and Object



Fund Balance

Fund balance of governmental funds is reported in various categories based on the nature of any limitations requiring the use of resources for specific purposes. For purposes of fund balance classification, expenditures are to be spent from restricted fund balance first, followed in order by committed, assigned and lastly, unassigned fund balance.

Non-expendable fund balanceThis category includes amounts that cannot be spent because they are not in spendable form, or legally or contractu-ally required to be maintained intact.

Restricted fund balanceReported as restricted when constraints placed on the use of resources are either externally imposed by creditors (such as through debt covenants), grantors, contributors, or laws or regulations of other governments or is imposed by law through constitutional provisions or enabling legislation.

Enabling legislation authorizes the County to assess, levy, charge or otherwise mandate payment of resources (from external resource providers) and includes a legally enforceable requirement that those resources be used only for the specific purposed stipulated in the legislation. Legal enforceability means the County can be compelled by an exter-nal party – such as citizens, public interest groups, or the judiciary to use resources created by enabling legislation only for the purposes specified by the legislation.

Committed Fund BalanceA classification which includes amounts that can be used only for the specific purposes imposed by resolution of the Board of Supervisors. Those committed amounts cannot be used for any other purpose unless the Board of Supervi-sors removes or changes the specified use through the same formal action it employed to previously commit those amounts. In contrast to fund balance that is restricted by enabling legislation, committed fund balance classification may be redeployed for other purposes with appropriate due process.

Assigned Fund BalanceRepresents amounts intended to be used by the County for specific purposes but do not meet the criteria to be classi-fied as restricted or committed. In governmental funds other than the general fund assigned fund balance represents the remaining amount that is not restricted or committed. In the General Fund, assigned amounts represent intended uses established by the Board of Supervisors. Unlike commitments, assignments generally only exist temporarily, an additional action is not required to remove or change an assignment of funding.



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Fund Balance - Continued

FY 2012 FY 2013ASSETS Current Assets: Cash & investments 267,470$ 315,997$ Receivables, net 1,116 2,135 Inventory 268,728 256,469 Total current assets 537,314$ 574,601$

Noncurrent assets: Capital assets, net: Land and construction in progress 94,400$ 94,400$ Depreciable assets 11,052,524 10,695,741 Total noncurrent assets 11,146,924 10,790,141 Total assets 11,684,238$ 11,364,742$

LIABILITIES Current Liabilities: Accounts Payable 8,745$ 33,555$ Total current liabilities 8,745$ 33,555$

Noncurrent liabilities: Other post-employment benefits 308,000$ 365,582$ Total noncurrent liabilities 308,000 365,582 Total liabilities 316,745$ 399,137$

NET ASSETS Invested in capital assets, net of related debt 11,146,924$ 10,790,141$ Unrestricted 220,569 175,464 Total net assets 11,367,493$ 10,965,605$

OPERATING REVENUES Charges for services 2,243,506$ 2,250,753$

OPERATING EXPENSES Personal services 731,685$ 800,962$ Fringe benefits 315,613 410,632 Contractual Servcies - 34,828 Materials & Supplies - 908,919 Depreciation 182,920 341,269 Other 1,120,691 140,515

2,350,909$ 2,637,125$

Operating income (loss) (107,403)$ (386,371)$

NON-OPERATING REVENUES (EXPENSES) Loss on disposal of capital assets -$ (15,516)$

Change in net position -$ (401,888)$

Net assets, beginning 11,474,896$ 11,367,493$ Net assets, ending 11,367,493$ 10,965,605$

Schedule of Net AssetsJoint Fleet Maintenance Facility

Schedule of Revenues, Expenses and Changes in Fund Net AssetsJoint Fleet Maintenance Facility

June 30, 2013



Operating Budgets by Department

Instruction

Department FunctionsThe Instruction Department consists of the following functions:

• CurriculumDevelopment • AssessmentandEvaluation • TestingandAccountability • CounselingServices • SpecialEducation • EarlyChildhoodSpecialEducation • GiftedResources • EnglishforSpeakersofOtherLanguages(ESOL) • StrategicPlanningandSchoolImprovement • RemediationandEnrichment • InterventionPrograms • CareerPlanning • CareerandTechnicalEducation • AlternativeEducation • PreschoolEducation(HeadStartandVirginiaPreschoolInitiative) • GeneralEducationDiplomaProgram/GATES • TitleIandTitleIIIServices • ProfessionalDevelopment • AdvancedPlacement • DualEnrollment • DropOutPrevention • SchoolSafety • CommonwealthGovernor’sSchool(Fund1) • RappahannockJuvenileDetentionCenter(Fund2) • AdultEducation(Fund4) • GatewayI,GatewayII • CourthouseAcademy • SocialWorkers • SchoolPsychologists/EducationalDiagnosticians(codedtotheAttendance&HealthCategory)

Budgetary FunctionsTheInstructionexpenditurecategoryincludesseveralbudgetaryfunctionsasdefinedbytheVirginiaDepartmentofEducationandtheyareasfollows:

1100 ClassroomInstruction1210/1311 GuidanceServices1220 SchoolSocialWorker1230 HomeboundInstruction1310 ImprovementofInstruction1312 TestingServices1320 MediaServices1400/1410 InstructionalSupport(SchoolAdministration/OfficeeofthePrincipal)



Instruction (Continued)

The“ClassroomInstruction”categoryincludesfundsforthecompensationandbenefitsofteachers,paraeducators,substituteteachers,specialists,coordinators,healthandsafetyofficers,educationaldiagnostician,clericalstaff,andsupplementalpay.Alsoincludedareinstructionalmaterials,professionaldevelopmentandcurriculumdevelopmentforregulareducation,specialeducation,alternativeeducation,adulteducation,summerschoolenrichmentprograms,andgiftededucation.Thenon-compensationbudgetalsoconsistsofschoolbasedallocations.ThetotalbudgetfortheClassroomInstructionfunctionincreasedby$5,238,453or3.9%from$135,209,021inFY2014to$140,447,474inFY2015.

The“GuidanceServices”categoryincludesfundsforthecompensationandbenefitsofcounselors,coordinator(s),instructionalsupervisor(s)andclericalstaff.Also,includedaretestingmaterials,purchasedservices,professionalimprovement,memberships,computersuppliesandguidancesuppliestoimplementandmaintainprogramsintheacademic,personal/socialandcareerdomainsatalllevels(K-12).ThetotalbudgetfortheGuidanceServicesfunctionincreasedby$217,725or3.6%from$5,817,074inFY2014to$6,034,799inFY2015.

The“SchoolSocialWorkerServices”categoryincludesfundsforthecompensationandbenefitsofsocialworkers,andinstructionalsupervisor(s).Also,includedarepurchasedservices,professionaldevelopment,advertising,telephone,dues/licensesandmaterialsandsuppliestofacilitatetheeducational,socialandemotionalneedsofourstudents.ThetotalbudgetfortheSchoolSocialWorkerServicesfunctionincreasedby$30,754or2.3%from$1,358,872inFY2014to$1,389,628inFY2015.

The“HomeboundInstruction”categoryincludesfundsforthecompensationandbenefitsofhomeboundteachers.Also,includedarepurchasedservices,travel,andmaterialsandsuppliestoprovidehomeschooleducationalsupportprogramstostudentswithverifiedconditionsthatpreventregularschoolattendance.ThetotalbudgetfortheHomeboundInstructionfunctiondecreasedby$41,290or18.4%from$224,280inFY2014to$182,990inFY2015.

The“ImprovementofInstruction”categoryfunds“behindthescenes”supportforclassroomteachingandlearningactivities,suchas:providinginstructionalsuppliesintheschools;supportinganannualreview/revisionofcurriculummaps;supportingprofessionaldevelopmentforteachersandadministrators;andprovidingtextbooksandsupplementalmaterialsforstudents.Inaddition,thiscategoryincludescompensationandbenefitsofinstructionaldirectors,theAssistantSuperintendentforInstruction,teachers,coordinators,paraeducator(s),clericalstaffandthecostofsubstitutes.Also,includedarefundsforpurchasedservices,professionaldevelopment,andregionaltuitionforourspecialneedsstudents,legalfees,librarybooks,andothermaterialsandsuppliestosupportclassroomteachingandlearning.Thisbudgetcategoryensuresthateachstudentintheschooldivisionreceivesappropriateandeffectiveeducationallearningexperienceseveryday.ThetotalbudgetfortheImprovementofInstructionfunctionincreasedby$454,433or7.3%from$6,251,088inFY2014to$6,705,521inFY2015.

The“Testing”categoryincludesfundsforpurchasedservices,professionaldevelopment,testingmaterialsandsuppliestomeettestingrequirements.ThetotalbudgetfortheTestingfunctiondecreasedby$5,212or11.8%from$44,128inFY2014to$38,916inFY2015.

The“MediaServices”categoryincludesfundsforthecompensationandbenefitsteacher(librarians),paraeducators,andclericalstaff(libraryassistants).Also,includedarefundsforpurchasedservicesandlibrarybooksandsuppliestoenrichclassroominstructionandpromotereadingforpleasureandpersonalenrichment.ThetotalbudgetfortheMediaServicesfunctionincreasedby$132,343or3.0%from$4,483,317inFY2014to$4,615,660inFY2015.

The“SchoolAdministration/OfficeofthePrincipal”categoryprovidesmaterialsupportfortheofficeoperationsofeachindividualschoolsite.Includedinthiscategoryisthecompensationandbenefitsfortheschoolprincipal(s),assistantprincipal(s),directors(s),coordinators(s),paraeducatorsandclericalstaff.Alsoincludedisthefundingofmaterialsandsuppliesanditemssuchastelephonecommunicationandduplicating/copyingequipment.ThetotalbudgetforSchoolAdministrationdecreasedby$3,962or5.5%from$72,453inFY2014to$68,491inFY2015.ThetotalbudgetfortheOfficeofthePrincipalfunctionincreasedby$664,056or4.8%from$13,895,381inFY2014to$14,559,437inFY2015.



Instruction (Continued) Employee CategoriesBywayofasummary,thenewinstructionalmodelincludesthefollowingemployeegroups: • Teachers • Counselors • SchoolSocialWorkers • Library/MediaStaff • Paraeducators • Principals • AssistantPrincipals • AssistantSuperintendentforInstruction • TeachingandLearningLiaisons • TeachingandLearningCoaches • MathSpecialists • LiteracyCoaches • SchoolBookkeepers • InstructionalDirectors • InstructionalSupervisors • InstructionalCoordinators • InstructionalClericalSupportStaff

Major Accomplishments • Ofthe11largestdistricts,weareoneofthreethatdonothaveafocusofpriorityschools(asdefinedby VDOE) • 100%ofschoolsachievedfullstateaccreditationforthepastfouryears • FullDistrictAccreditationawardedthroughtheAdvancEd • 55.7%of2013seniorsgraduatedwithanAdvancedStudiesDiploma • ReceivednumerousDistrict,Regional,andStateathleticachievements • 88.3%on-timegraduationrate(threeyearhigh) • Sixschools(FreedomandThornburgMiddleandCourtland,Riverbend,Spotsylvania,andChancellorHigh schools)weredesignated“BlueRibbonSchoolsofMusic”bytheCommonwealthofVirginia • 84%ofgraduatespursuinghighereducation-a10%increase • 99.8%programcompletionrate(i.e.Advanced,Standard,GED,modifieddiploma,etc.)for2012-2013 • Collegescholarshipsreceivedin2013totaled$31,727,664 MadaboutSTEMProfessionalLearningteamSTEMAcademyreceivedVAMSC(VirginiaMathandScience Coalition)“ProgramsThatWork”awardfor2013 LaunchedfirstKindergartenthroughSecondgradeVirtualPilotProgram

Significant Challenges • Maintaining,preserving,andincreasingcurrentstaffinglevels(Classsize) • Expandingeducationallearningopportunitiesforstudents • Enhancingpersonalizedtrainingthroughdualplatforms • Analyzinganddevelopingcurriculumtosupportindividualizedlearningneedsandproblembasedinstruction K-12 • Increasingsupportforbest • Expandingpreschoolopportunities • Increasingtheopportunitiesforathletic,co-curricularandextracurricularactivities • Fundingsourceforafterschoolprograms • DevelopingprogramstomeettheuniqueneedsofEnglishLanguageLearners,significantdisabilities, displacedstudentsandmentalhealthmattersofstudentsandfamilies



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

1117 SPECIALISTS $ 49,620 $ - $ - $ - $ - $ - 0.0%

1121 COMP OF TEACHERS 77,859,015 76,606,507 80,805,657 82,211,302 83,818,715 1,607,413 2.0%

1123 COORDINATOR 208,463 331,135 244,681 84,306 157,800 73,494 87.2%

1139 COMP OF THERAPISTS 42,861 43,290 45,801 45,801 47,416 1,615 3.5%

1141 COMP OF TEACHER ASS'TS 6,068,168 6,027,075 6,622,169 7,310,435 7,417,996 107,561 1.5%

1142 COMP-HEALTH/SAFETY OFFICE 243,257 242,355 245,638 254,074 261,796 7,722 3.0%

1147 EDUCATIONAL DIAGNOSTICIAN 153,995 155,536 138,934 139,620 144,543 4,923 3.5%

1150 COMP OF CLERICAL STAFF 24,127 20,204 20,783 21,334 5,217 (16,117) (75.5%)

1520 COMP OF SUB TEACHERS 1,751,478 1,752,569 1,665,434 1,995,305 1,914,672 (80,633) (4.0%)

1600 COMP - SUPPLEMENTS 2,143,029 1,249,563 1,256,073 1,291,561 1,291,561 - 0.0%

1610 SUPPLEMENTAL PAY 1,104,835 706,784 413,134 320,235 346,943 26,708 8.3%

1998 BONUS - ONE TIME - 1,114,425 - - - - 0.0%

2100 FICA 6,522,214 6,410,489 6,643,364 6,773,619 6,914,638 141,019 2.1%

2210 VRS (PLAN 1 & 2) 8,066,774 9,930,034 11,210,119 11,329,429 13,118,975 1,789,546 15.8%

2300 HOSPITALIZATION 10,487,079 10,984,378 16,472,652 14,901,241 15,255,608 354,367 2.4%

2301 RETIREE HEALTH INSURANCE 1,334,246 1,572,393 1,750,318 1,830,953 1,830,953 - 0.0%

2310 DENTAL INSURANCE 872,847 912,085 1,091,398 888,655 891,857 3,202 0.4%


2400 GROUP LIFE INSURANCE 235,128 231,710 1,043,517 1,055,759 1,194,282 138,523 13.1%

2402 OPTIONAL GROUP LIFE 4,055 1,969 549 - - - 0.0%


2750 RETIREE HEALTH CREDIT - - - - 1,067,614 1,067,614 0.0%

2800 RETIREE SICK LEAVE PAY 146,715 55,617 73,875 70,219 69,957 (262) (0.4%)

2810 ANNUAL LEAVE PAYOFF 1,536 5,677 - - - - 0.0%

2811 MAKE WHOLE PROVISION - 522 492 - - - 0.0%

2812 ROP INCENTIVE 2,149,874 1,310,776 657,045 - - - 0.0%

3000 PURCHASED SERVICES 448,183 886,136 1,023,682 1,283,704 1,272,261 (11,443) (0.9%)


3002 PRINTING/BINDING 3,053 3,664 1,332 1,778 1,000 (778) (43.8%)

3006 WORKER'S COMPENSATION 310,253 223,820 263,642 314,055 257,055 (57,000) (18.1%)

3008 STAFF TRAINING 7,887 - 231 1,012 612 (400) (39.5%)

3320 MAINTENANCE CONTRACTS 570 844 761 1,652 1,652 - 0.0%

3830 TUITION - PRIVATE SCHOOLS 17,019 - - - - - 0.0%

5203 TELEPHONE 2,091 2,135 1,278 4,506 4,806 300 6.7%

5401 LEASE/RENTALS 6,940 7,773 11,831 11,085 12,117 1,032 9.3%

5500 TRAVEL 44,454 49,091 46,775 65,366 65,991 625 1.0%

5810 MEMBERSHIPS (PROGRAMS) - - - 9 - (9) (100.0%)


6001 OFFICE SUPPLIES 3,578 4,420 3,285 2,342 1,606 (736) (31.4%)

6002 TEXTBOOKS 95,244 383,714 164,641 158,600 164,006 5,406 3.4%

6004 MEDICAL & DENTAL SUPPLIES 23,460 22,647 18,010 17,333 17,333 - 0.0%

6014 ATHLETIC SUPPLIES 73,619 91,855 68,435 53,692 53,692 - 0.0%

6034 ASSISTIVE TECHNOLOGY 3,773 5,160 4,199 5,000 5,000 - 0.0%

6035 COMPUTER SOFTWARE - 13,000 - - - - 0.0%

6036 COMPUTER SUPPLIES 173,555 155,617 152,954 116,909 117,086 177 0.2%

6042 PARENT EDUCATION SUPPLIES 46,099 15,963 21,708 - - - 0.0%

6045 BAND SUPPLIES 75,217 75,454 58,280 53,715 48,328 (5,387) (10.0%)

6046 ACADEMIC ACTIVITIES SUPP 29,666 28,126 20,297 19,493 18,582 (911) (4.7%)

6060 FOOD 8,740 8,291 7,704 8,291 7,000 (1,291) (15.6%)

6100 STRINGS PROGRAM SUPPLIES 51,388 52,142 39,640 37,238 34,006 (3,232) (8.7%)

6102 SUPPLEMENTAL MATERIALS 70,478 60,110 50,366 66,768 66,123 (645) (1.0%)

6104 CHORUS PROGRAM 19,000 21,167 16,877 14,320 13,243 (1,077) (7.5%)

6151 ATHLETIC TRAINER SUPPLIES 9,377 10,685 7,905 7,313 7,313 - 0.0%

8100 REPLACEMENT EQUIPMENT 5,220 5,225 24,334 13,258 13,258 - 0.0%

8200 NEW EQUIPMENT 62,696 - 13,995 18,675 18,675 - 0.0%

9998 SCPS HOLDBACK/RESERVE - - - 586,531 - (586,531) (100.0%)Total $ 124,250,618 $ 124,493,574 $ 134,723,832 $ 135,209,021 $ 140,447,474 $ 5,238,453 3.9%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 1100 Classroom Instruction



Salaries 67.9%

Benefits 29.0%

Purchased Services 1.1%

Other Charges

0.1%

Materials & Supplies

1.8% Capital Outlay 0.1%

Classroom Instruction





Variance Change

1121 COMP OF TEACHERS $ 3,253,727 $ 3,275,682 $ 3,486,696 $ 3,494,365 $ 3,518,106 $ 23,741 0.7%

1123 COORDINATOR 24,427 74,013 78,306 78,306 81,068 2,762 3.5%

1124 COMP OF INST SUPERVISORS 129,813 84,330 89,222 89,222 90,906 1,684 1.9%


1520 COMP OF SUB TEACHERS 46,541 27,225 16,913 - - - 0.0%

1998 BONUS - ONE TIME - 56,850 - - - - 0.0%

2100 FICA $ 280,927 $ 289,262 $ 303,973 $ 303,899 $ 307,002 3,103 1.0%

2210 VRS (PLAN 1 & 2) 364,485 465,568 530,492 531,600 609,987 78,387 14.7%



2310 DENTAL INSURANCE 34,714 38,723 41,797 33,518 34,996 1,478 4.4%





6016 TESTING MATERIALS 24,769 24,487 31,460 25,141 25,141 - 0.0%

Total $ 5,149,670 $ 5,371,943 $ 5,748,318 $ 5,774,707 $ 6,002,616 $ 227,909 3.9%



Variance Change

3000 PURCHASED SERVICES $ 5,278 $ 21,729 $ 16,704 $ 24,006 $ 14,006 $ (10,000) (41.7%)

3001 PROFESSIONAL IMPROVEMENT 10,924 8,458 12,867 6,750 5,715 (1,035) (15.3%)

5810 MEMBERSHIPS (PROGRAMS) 1,299 684 899 810 1,661 851 105.1%

6015 COMPUTER SUPPL/SOFTWARE 58,564 5,548 3,115 3,115 3,115 - 0.0%

6095 GUIDANCE SUPPLIES 14,137 13,521 9,603 7,686 7,686 - 0.0%

Total $ 90,202 $ 49,940 $ 43,188 $ 42,367 $ 32,183 $ (10,184) (24.0%)

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 1210 - Guidance Services

Expenditure Trends by Function and Object - 1311 - Guidance Services

Salaries 69.7%

Benefits 29.3%

Purchased Services

0.3%

Other Charges

0.1% Materials &

Supplies 0.6%

Guidance Services





Variance Change

1123 COORDINATOR $ 19,142 - - - - $ - 0.0%

1124 COMP OF INST SUPERVISORS - 74,130 87,657 87,657 89,324 1,667 1.9%

1134 COMP OF SOCIAL WORKERS 618,143 712,224 801,965 824,400 826,724 2,324 0.3%

1520 COMP OF SUB TEACHERS 6,455 10,340 - - - - 0.0%

1600 COMP - SUPPLEMENTS 2,000 2,000 2,116 2,116 2,116 - 0.0%

1610 SUPPLEMENTAL PAY 6,809 $ 4,863 2,949 6,582 6,582 - 0.0%

2100 FICA 46,309 57,805 64,572 66,726 67,526 800 1.2%

2210 VRS (PLAN 1 & 2) 58,687 93,134 113,875 116,740 133,134 16,394 14.0%






2810 ANNUAL LEAVE PAYOFF - 1,006 1,069 - - - 0.0%


3001 PROFESSIONAL IMPROVEMENT 275 2,358 2,705 2,305 2,305 - 0.0%

3600 ADVERTISING - - - 500 1,000 500 100.0%5203 TELEPHONE 291 429 747 1,031 1,158 127 12.3%

5500 TRAVEL 6,244 6,755 5,524 8,568 8,668 100 1.2%

5801 DUES/LICENSES - - 53 200 847 647 323.5%


Total $ 863,693 $ 1,097,406 $ 1,365,181 $ 1,358,874 $ 1,389,628 $ 30,754 2.3%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 1220 - School Social Worker Services

Salaries 65.9%

Benefits 27.8%

Purchased Services

3.8%

Other Charges

0.8%


1.7%

School Social Workers





Variance Change

1121 COMP OF TEACHERS $ 67,376 $ 70,944 $ 75,059 $ 75,059 $ 40,998 $ (34,061) (45.4%)

1321 COMP OF HOMEBOUND TCHRS 122,580 168,460 142,769 107,575 107,575 - 0.0%

2100 FICA 14,399 18,057 16,466 13,857 11,044 (2,813) (20.3%)

2210 VRS (PLAN 1 & 2) 6,420 8,464 9,585 9,585 5,945 (3,640) (38.0%)


2310 DENTAL INSURANCE 343 355 417 329 657 328 99.7%

2400 GROUP LIFE INSURANCE 189 199 893 893 541 (352) (39.4%)



3000 PURCHASED SERVICES - - - 5,954 - (5,954) (100.0%)

5500 TRAVEL 5,705 4,969 5,090 3,503 3,703 200 5.7%

6000 MATERIALS & SUPPLIES - - 749 754 754 - 0.0%

Total $ 222,621 $ 276,847 $ 257,521 $ 224,280 $ 182,990 $ (41,290) (18.4%)

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 1230 - Homebound Instruction

Salaries 81.2%

Benefits 16.4%

Other Charges

2.0%


0.4%

Homebound Instruction





Variance Change


1113 COMP OF ASST SUPTS 137,220 130,326 132,718 132,718 134,986 2,268 1.7%

1115 TRAVEL ALLOWANCE 3,967 4,000 4,200 4,200 4,200 - 0.0%

1117 SPECIALISTS 211,644 124,322 52,820 52,820 53,907 1,087 2.1%

1121 COMP OF TEACHERS 387,897 483,708 311,520 618,483 625,539 7,056 1.1%

1123 COORDINATOR 374,230 396,856 419,790 249,716 186,868 (62,848) (25.2%)

1124 COMP OF INST SUPERVISORS 731,002 570,089 524,509 - 90,115 90,115 0.0%

1141 COMP OF TEACHER ASS'TS 50,554 19,717 25,275 25,275 26,265 990 3.9%


1350 CLERICAL - PART-TIME 17,620 - - - - - 0.0%

1520 COMP OF SUB TEACHERS 6,770 2,350 8,967 34,885 34,885 - 0.0%

1600 COMP - SUPPLEMENTS 16,000 14,000 19,809 19,812 11,638 (8,174) (41.3%)

1610 SUPPLEMENTAL PAY 80,626 337,493 298,868 341,257 361,257 20,000 5.9%

1998 BONUS - ONE TIME - 64,650 - - - - 0.0%

2100 FICA 220,806 235,239 205,190 179,949 187,879 7,930 4.4%

2210 VRS (PLAN 1 & 2) 277,694 334,566 315,286 266,692 310,631 43,939 16.5%




2310 DENTAL INSURANCE 17,809 20,495 19,983 17,694 16,597 (1,097) (6.2%)





2800 RETIREE SICK LEAVE PAY 24,713 8,610 18,030 2,880 2,880 - 0.0%

2810 ANNUAL LEAVE PAYOFF 88,344 61,712 110,872 48,724 111,941 63,217 129.7%

2812 ROP INCENTIVE 151,619 151,619 122,009 - - - 0.0%



3002 PRINTING/BINDING 2,967 3,089 942 10,000 6,957 (3,043) (30.4%)

3009 STUDENT TRAINING - - - 101 101 - 0.0%

3015 FEES & RELATED SERVICES 32,283 1,654 13,000 19,605 19,605 - 0.0%

3016 PARENT INVOLEMENT - 88 - - - - 0.0%

3018 SCHOOL CHOICE - 43,567 - - - - 0.0%

3102 TUITION ASSISTANCE 15,117 - - 5,217 - (5,217) (100.0%)

3130 PROFESSIONAL SERVICES - 338 700 4,554 4,554 - 0.0%

3180 LEGAL FEES 87,588 50,939 49,321 44,514 44,514 - 0.0%


3420 IN-LIEU-OF TRANSPORTATION 9,119 18,455 9,126 17,883 17,883 - 0.0%

3600 ADVERTISING - - - 244 244 - 0.0%

3840 REGIONAL TUITION 510,745 722,385 930,522 1,100,000 1,100,000 - 0.0%

5201 POSTAGE 4,370 5,570 4,597 - - - 0.0%

5203 TELEPHONE 1,651 1,481 1,215 969 425 (544) (56.1%)

5302 UNEMPLOYMENT COMP INS 21,026 44,779 20,227 18,208 18,208 - 0.0%

5401 LEASE/RENTALS 3,355 3,189 3,398 6,571 6,221 (350) (5.3%)

5500 TRAVEL 22,423 23,869 17,943 25,921 34,671 8,750 33.8%

5810 MEMBERSHIPS (PROGRAMS) 2,764 1,995 1,988 1,771 1,335 (436) (24.6%)

5811 MEMBERSHIPS (DIVISION) 40,522 42,959 44,064 39,368 41,000 1,632 4.1%

6000 MATERIALS & SUPPLIES 95,521 104,209 76,062 59,547 59,955 408 0.7%

6001 OFFICE SUPPLIES 5,496 10,702 18,102 21,741 21,741 - 0.0%

6011 LIBRARY BOOKS & SUPPLIES 118,929 110,205 174,053 84,454 84,454 - 0.0%

6042 PARENT EDUCATION SUPPLIES 34,082 3,718 2,477 1,151 1,500 349 30.3%

6082 INSTRUCTIONAL SUPERVISION 32,161 30,237 74,556 - - - 0.0%

6093 INSTRUCT PROGRAM SUPPLIES 15,746 10,848 101,572 - 20,000 20,000 0.0%

6094 ELEM PROGRAM SUPPLIES 7,577 1,683 45,471 - - - 0.0%

6095 GUIDANCE SUPPLIES - - 263 - - - 0.0%

6096 MIDDLE PROGRAM SUPPLIES 998 - - - - - 0.0%

6097 HIGH SCH PROGRAM SUPPLIES 804 - - - - - 0.0%

6098 PROGRAM EVAL SUPPLIES 2,166 3,438 60 - - - 0.0%

6101 TESTING SUPPLIES 13,309 10,707 18,271 15,436 15,436 - 0.0%

6153 SOCIAL STUDIES SUPPLIES 1,275 1,541 8,266 - - - 0.0%6155 HEALTH & PE SUPPLIES 79 - 56 709 1,509 800 112.8%

6500 DONATIONS-SPECIAL PROGRAM - - 694 12,603 12,603 - 0.0%

8100 REPLACEMENT EQUIPMENT - - - 200 - (200) (100.0%)

9998 SCPS HOLDBACK/RESERVE - - - 99,976 - (99,976) (100.0%)

Total $ 6,872,043 $ 7,062,734 $ 7,013,846 $ 6,251,088 $ 6,705,521 $ 454,433 7.3%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 1310 - Improvement of Instruction



Salaries 38.1%

Benefits 23.5%


Other Charges

1.5%


3.2%

Improvement of Instruction





Variance Change

1110 COMP OF DIRECTORS $ 99,182 $ 100,995 - - - $ - 0.0%

2100 FICA 7,333 7,537 - - - - 0.0%

2210 VRS (PLAN 1 & 2) 9,452 12,049 - - - - 0.0%

2300 HOSPITALIZATION 8,074 6,923 - - - - 0.0%

2310 DENTAL INSURANCE 572 559 - - - - 0.0%

2400 GROUP LIFE INSURANCE 278 283 - - - - 0.0%

3000 PURCHASED SERVICES 10,619 13,913 4,427 276 1,150 874 316.7%

3001 PROFESSIONAL IMPROVEMENT 442 1,250 566 1,186 1,100 (86) (7.3%)

6016 TESTING MATERIALS 30,290 31,636 40,293 41,965 35,965 (6,000) (14.3%)

6101 TESTING SUPPLIES 4,341 1,690 1,183 701 701 - 0.0%

Total $ 170,583 $ 176,835 $ 46,469 $ 44,128 $ 38,916 $ (5,212) (11.8%)

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 1312 - Testing Services



Testing Services



Salaries 68.3%

Benefits 26.5%



4.6%

FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

1121 COMP OF TEACHERS $ 2,235,425 $ 2,179,082 $ 2,321,992 $ 2,327,434 $ 2,350,916 $ 23,482 1.0%

1141 COMP OF TEACHER ASS'TS 416,807 394,022 443,379 444,435 459,209 14,774 3.3%

1150 COMP OF CLERICAL STAFF $ 307,133 $ 313,785 $ 334,435 $ 334,963 $ 343,332 8,369 2.5%

1520 COMP OF SUB TEACHERS 9,670 21,513 15,898 - - - 0.0%

2100 FICA 215,150 209,679 225,297 225,170 230,322 5,152 2.3%

2210 VRS (PLAN 1 & 2) 282,021 343,885 395,845 396,743 457,252 60,509 15.3%


2310 DENTAL INSURANCE 26,402 28,698 33,713 27,111 24,481 (2,630) (9.7%)


2500 DISABILITY INS (PLAN 1&2) $ - $ - $ - $ - $ 11,037 11,037 0.0%


3000 PURCHASED SERVICES - - - 27,282 27,282 - 0.0%

6011 LIBRARY BOOKS & SUPPLIES 355,355 292,320 222,447 211,820 211,445 (375) (0.2%)

6082 INSTRUCTIONAL SUPERVISION 1,455 626 455 459 - (459) (100.0%)

Total $ 4,168,720 $ 4,130,872 $ 4,451,459 $ 4,483,317 $ 4,615,660 $ 132,343 3.0%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 1320 - Media Services

Media Services



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

1520 COMP OF SUB TEACHERS $ 2,440 $ 2,720 - - $ 19,185 $ 19,185 0.0%

1610 SUPPLEMENTAL PAY 5,000 - - - - - 0.0%

2100 FICA 569 208 - - 1,468 1,468 0.0%

3000 PURCHASED SERVICES - - - 6,200 5,580 (620) (10.0%)

3001 PROFESSIONAL IMPROVEMENT 8,490 4,413 5,938 19,185 - (19,185) (100.0%)

3002 PRINTING/BINDING 4,856 2,339 1,630 5,864 5,864 - 0.0%

3130 PROFESSIONAL SERVICES - 1,272 - - - - 0.0%

5500 TRAVEL - 160 - - - - 0.0%

5810 MEMBERSHIPS (PROGRAMS) - 89 - 767 - (767) (100.0%)

6000 MATERIALS & SUPPLIES 4,925 479 - 40,437 36,394 (4,043) (10.0%)

Total $ 26,281 $ 11,681 $ 7,567 $ 72,453 $ 68,491 $ (3,962) (5.5%)

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 1400 - Instructional Support-School Administration

Salaries 28.0%

Benefits 2.1%



School Administration



Salaries 66.4%

Benefits 28.3%

Purchased Services

1.3%

Other Charges

2.8%


1.2%

FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change


1123 COORDINATOR 56,016 79,474 87,263 87,263 89,899 2,636 3.0%

1126 COMP OF PRINCIPALS 3,082,822 3,232,639 3,368,741 3,369,866 3,454,680 84,814 2.5%

1127 COMP OF ASS'T PRINCIPALS 2,917,629 2,903,726 3,034,637 2,973,838 3,023,583 49,745 1.7%

1141 COMP OF TEACHER ASS'TS 229,264 261,989 281,176 302,280 309,384 7,104 2.4%

1150 COMP OF CLERICAL STAFF 2,513,076 2,456,170 2,596,785 2,577,214 2,647,585 70,371 2.7%

1291 OVERTIME-FLSA 17,684 16,406 21,948 70,000 70,000 - 0.0%

1520 COMP OF SUB TEACHERS 5,198 4,959 745 - - - 0.0%

1540 CLERICAL - SUBS/OVERTIME 3,656 1,102 6,358 - - - 0.0%

1998 BONUS - ONE TIME - 95,495 - - - - 0.0%

2100 FICA 641,860 654,988 683,972 685,449 703,635 18,186 2.7%

2210 VRS (PLAN 1 & 2) 840,756 1,059,334 1,199,601 1,193,994 1,387,522 193,528 16.2%

2300 HOSPITALIZATION 964,818 1,008,835 1,201,178 1,308,179 1,341,066 32,887 2.5%







2800 RETIREE SICK LEAVE PAY 27,524 5,786 428 7,647 7,647 - 0.0%


2812 ROP INCENTIVE 197,086 172,641 102,802 - - - 0.0%

3000 PURCHASED SERVICES 20,392 14,174 31,106 174,982 117,410 (57,572) (32.9%)

3001 PROFESSIONAL IMPROVEMENT 2,064 4,019 3,427 2,767 2,767 - 0.0%

3006 WORKER'S COMPENSATION 38,525 27,793 32,738 38,998 33,998 (5,000) (12.8%)

3320 MAINTENANCE CONTRACTS 44,851 42,869 34,542 39,488 37,549 (1,939) (4.9%)

5203 TELEPHONE 86,992 91,696 90,786 132,617 132,517 (100) (0.1%)

5401 LEASE/RENTALS 246,821 266,375 246,814 213,891 250,256 36,365 17.0%

5500 TRAVEL 16,657 19,191 13,438 12,141 18,641 6,500 53.5%

5801 DUES/LICENSES - 85 - 460 460 - 0.0%

5810 MEMBERSHIPS (PROGRAMS) - - - - 605 605 0.0%

6000 MATERIALS & SUPPLIES 15,824 3,184 2,758 2,760 2,760 - 0.0%

6001 OFFICE SUPPLIES 220,363 196,172 152,041 124,915 128,228 3,313 2.7%

6041 SCHOOL SUPPORT SUPPLIES 70,082 197,094 174,093 54,294 51,368 (2,926) (5.4%)

Total $ 12,708,549 $ 13,239,122 $ 13,930,476 $ 13,895,381 $ 14,559,437 $ 664,056 4.8%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 1410 - Office of the Principal

Office of the Principal



Board Services

Department FunctionsBoardServicesconsistsofthefollowingfunctions:

•Adoptingpoliciesthatensurecontinualstudentachievementimprovement •Adoptingofanannualbudget •Approvalofpersonnelmatters(newhires,reclassifications,resignations,terminationsandretirements) •Workingcloselywithlegislativestoadvocateforchildren •Collaboratingwiththegoverningbodytofosteragoodworkingrelationshipwhilesolicitingadditionalfunding •SupportingtheSchoolSuperintendenttoensureallstudentssucceed

The“BoardServices”categoryincludesfundsforcompensationandbenefitsofsevenboardmembersandtheDeputyClerk.Thenon-compensationbudgetincludespurchaseservices,travel,anddues/licenses.ThetotalbudgetfortheBoardServicesfunctionincreasedby$6,457or2.8%from$230,386inFY2014to$236,843inFY2015.Thisincreaseprovidsa1%COLAandSTEPincreaseforemployees.

Employee CategoriesBoardServicesincludesthefollowingemployeegroups: •SevenelectedSchoolBoardmembers •AdministrativeAssistant

MajorAccomplishments •Approvaloftherevisedsixyearstrategicplanfor2014-2019 •ImprovedworkingrelationswiththeBoardofSupervisorsbyestablishingquarterlyperformancemeetingsas wellasaJointTownHallBudgetmeeting •ReceiveddistrictaccreditationfromtheCommonwealthofVirginiaandAdvanceED

Significant Challenges •Adequatefundingtomeettheneedsofallstudentsandstaff



Salaries 54.3% Benefits

25.0%


Other Charges

7.5%

Board Services

FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

1111 COMP OF BOARD MEMBERS $ 84,000 $ 84,000 $ 84,000 $ 84,000 $ 84,000 $ - 0.0%


1600 COMP - SUPPLEMENTS 3,951 1,000 - - - - 0.0%

2100 FICA 9,270 9,631 9,790 9,180 8,741 (439) (4.8%)

2210 VRS (PLAN 1 & 2) 4,224 5,700 6,320 5,510 6,475 965 17.5%



2400 GROUP LIFE INSURANCE 124 134 589 513 589 76 14.8%



3000 PURCHASED SERVICES 56,377 36,455 26,620 25,479 25,113 (366) (1.4%)


5500 TRAVEL 2,350 1,593 - 3,962 3,962 - 0.0%

5801 DUES/LICENSES 13,507 10,883 12,277 12,383 12,383 - 0.0%

6019 OTHER EXPENSES FOR BOARD 2,043 2,230 716 1,779 1,500 (279) (15.7%)


Total $ 239,455 $ 227,178 $ 218,298 $ 230,386 $ 236,843 $ 6,457 2.8%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 2110 - Board Services



Executive Administration Services

Department FunctionsExecutiveAdministrationServicesconsistsofthefollowingfunctions:

•Superintendentprovidinghighqualityeducationalleadership •Superintendentprovidingleadershipintheimplementationoftheschooldivision’sstrategicplan •Superintendentdirectingallacademicandadministrativefunctionoftheentireschooldivision •SuperintendentoverseeingtheExecutiveDirectorofOperationsthatprovidesoversightofmaintenance, transportation,capitalplanning,fleetmaintenance,constructionandfoodservicefunctions

The“ExecutiveAdministration”categoryincludesfundsforcompensationandbenefitsoftheSuperintendent,theExecutiveDirectorofOperationsandclericalstaff.Thenon-compensationbudgetincludespurchaseservices,legalfees,telephoneservices,lease/rentals,professionaldevelopment,worker’scompensation,travel,anddues/licenses.ThetotalbudgetfortheExecutiveAdministrationfunctionincreasedby$12,971or1.3%from$990,210inFY2014to$1,003,181inFY2015.Theincreaseprovideda1%COLAandSTEPincreaseforemployees.

Employee CategoriesExecutiveAdministrationincludesthefollowingemployeegroups: •Superintendent •ExecutiveDirectorofOperations •Clericalstaff

MajorAccomplishments •Approvaloftherevisedsixyearstrategicplanfor2014-2019 •Developmentofanewinstructionalteachingandlearningmodel •ReceiveddistrictaccreditationfromtheCommonwealthofVirginiaandAdvanceED

Significant ChallengesFederal,stateandlocalfundingchallengesandunfundedmandates



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

1110 COMP OF DIRECTORS - - $ 120,350 $ 128,165 $ 130,311 $ 2,146 1.7%

1112 COMP OF SUPERINTENDENT 173,272 170,000 170,000 170,000 170,000 - 0.0%

1113 COMP OF ASST SUPTS 137,236 140,313 - - - - 0.0%



1350 CLERICAL - PART-TIME 28,805 1,775 1,311 22,397 22,397 - 0.0%

1540 CLERICAL - SUBS/OVERTIME $ 40,828 $ 25,274 $ 17,378 $ 26,000 $ 26,000 - 0.0%

2100 FICA 31,430 34,519 30,487 36,115 37,006 891 2.5%

2210 VRS (PLAN 1 & 2) 45,317 54,121 55,828 56,826 65,447 8,621 15.2%

2300 HOSPITALIZATION 23,781 49,685 63,036 69,477 69,016 (461) (0.7%)






2705 SUPERINTENDENT'S ANNUITY 45,239 10,000 10,000 10,000 10,000 - 0.0%


3000 PURCHASED SERVICES 39 - 3,022 - 18,219 18,219 0.0%

3001 PROFESSIONAL IMPROVEMENT 3,976 5,336 2,477 4,246 4,000 (246) (5.8%)

3002 PRINTING/BINDING - - - 6 550 544 9,066.7%


3120 AUDIT EXPENSES 29,900 - - - - - 0.0%

3180 LEGAL FEES 61,209 147,071 87,156 88,990 88,990 - 0.0%

3310 REPAIRS TO EQUIPMENT 31 - - - - - 0.0%


3321 LEASE/RENTAL CONTRACTS 1,509 580 512 1,599 1,599 - 0.0%

3600 ADVERTISING 3,981 3,998 6,443 4,423 4,423 - 0.0%

5201 POSTAGE 25,241 11,494 53,467 - 25,000 25,000 0.0%

5202 UPS SERVICE 1,945 1,559 1,348 1,769 1,769 - 0.0%

5203 TELEPHONE 33,343 44,694 25,815 45,880 45,880 - 0.0%

5302 UNEMPLOYMENT COMP INS - - - 1,512 1,512 - 0.0%

5401 LEASE/RENTALS 24,887 23,676 23,528 23,689 23,789 100 0.4%

5500 TRAVEL 164 16 - 2,398 1,798 (600) (25.0%)

5801 DUES/LICENSES 100 5,821 6,701 2,159 5,759 3,600 166.7%

6001 OFFICE SUPPLIES 40,426 28,833 7,325 10,172 6,522 (3,650) (35.9%)

6011 LIBRARY BOOKS & SUPPLIES 717 195 234 275 275 - 0.0%

8100 REPLACEMENT EQUIPMENT - - - 600 600 - 0.0%


Total $ 920,723 $ 965,813 $ 905,198 $ 990,210 $ 1,003,181 $ 12,971 1.3%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 2120 - Executive Admin Services



Salaries 49.1%

Benefits 26.0%


Other Charges

10.5%


0.7% Capital Outlay 0.1%

Executive Administration



Communications and Community Engagement

Department FunctionsCommunications&CommunityEngagementconsistsofthefollowingfunctions:

•AssistwithDevelopmentandDisseminationoftheDivision’sStrategicPlan •ProvideSupporttoSchoolsandDepartments •OverseeDesignandContentofDivisionandSchoolWebsites •DevelopandExecuteStrategiesforCommunityEngagement •OverseeandManagePartnersInEducationProgram •ProvideAssistanceinReviewandDraftingofPolicy •OverseeFOIARequests •ManageAllMediaRelations •CoordinateCrisisandSchoolDelay/ClosingCommunications •AssisttheSpotsylvaniaEducationFoundation •OverseetheLive-StreamingandTapingofSchoolBoardMeetings •ManageETVCableChannel •ManageIn-HousePrintShopthatprovidesprintingservicesforSchoolDivisionandCounty •ServeandSupportNumerousCommitteestoIncludetheParentAdvisoryCommittee,BudgetAdvisory Committee,AthleticTaskForce,CalendarAdvisoryCommittee,StrategicPlanningSteeringCommittee, FoodServicesAdvisoryCommittee •AssistwiththeEstablishmentofNewCommitteesasRequestedbytheSuperintendent

The“Communications&CommunityEngagement”categoryincludescompensationandbenefitfundsfortheDirector,thePrintShopManager,andcontractedandhourlystaff.Thebudgetalsofundsnon-compensationitemssuchas,purchasedservices,professionaldevelopment,maintenancecontracts,lease/rentals,materials&supplies,etc.ThetotalbudgetfortheCommunications&CommunityEngagementfunctionincreasedby$22,029or5.0%from$439,798inFY2014to$461,827inFY2015.Thisincreaseprovidesa1%COLAandSTEPincreaseforemployees.

Employee CategoriesCommunications&CommunityEngagementincludesthefollowingemployeegroups. •DirectorofCommunicationandCommunityEngagement •PrintShopManager •Contractedandhourlystaff

Major Accomplishments •CreatednewDivisionlogo •UpdatedDivisionwebsite–launchingOctober2013–withanewlookandimprovednavigation •IncreasedcommunityengagementthroughavarietyofeventssuchasNightofDiscovery,greater participationinChamberactivities,andschoolsupportthroughPIEprogram

Significant Challenges •Increasingcommunityengagementandbusinesspartnersinthecurrenteconomicenvironment •Communicationmethodsandprocessestoprovidemultipleformsofcommunicationdesiredbystakeholders •ContinuedfundingtosupportparentandcommunitycommunicationtoolssuchasSchoolMessengerand mobileapps



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change


1140 COMP-TECHNICAL PERSONNEL 49,000 49,490 52,361 52,361 52,885 524 1.0%

1150 COMP OF CLERICAL STAFF 31,855 17,783 10,212 10,212 10,514 302 3.0%

1350 CLERICAL - PART-TIME 23,518 9,969 3,425 10,500 10,500 - 0.0%


2100 FICA 17,128 15,080 14,357 15,622 15,964 342 2.2%

2210 VRS (PLAN 1 & 2) 17,357 18,882 20,157 20,193 23,466 3,273 16.2%


2310 DENTAL INSURANCE 1,974 1,117 1,035 854 756 (98) (11.5%)





3001 PROFESSIONAL IMPROVEMENT 750 1,562 1,559 1,523 2,523 1,000 65.7%

3002 PRINTING/BINDING 5,832 1,277 1,317 6,696 7,696 1,000 14.9%

3005 PARTNERSHIPS - - 613 1,343 1,500 157 11.7%

3310 REPAIRS TO EQUIPMENT 191 199 416 1,512 5,000 3,488 230.7%


3600 ADVERTISING 2,546 2,317 1,629 629 2,629 2,000 318.0%

5201 POSTAGE 1,806 916 11 995 1,595 600 60.3%

5203 TELEPHONE 490 320 - 378 378 - 0.0%

5401 LEASE/RENTALS 28,793 22,931 38,570 29,042 48,331 19,289 66.4%

5500 TRAVEL 27 32 - 680 680 - 0.0%

5801 DUES/LICENSES 992 875 1,378 1,130 1,130 - 0.0%

5806 SUBSCRIPTIONS/JOURNALS - - - 98 98 - 0.0%


6001 OFFICE SUPPLIES 4,827 2,565 981 3,097 3,097 - 0.0%

6011 LIBRARY BOOKS & SUPPLIES 128 - - 302 302 - 0.0%

6035 COMPUTER SOFTWARE 1,198 905 222 1,029 1,029 - 0.0%

6152 TRAINING MATERIALS 243 - - 1,134 1,134 - 0.0%

6500 DONATIONS-SPECIAL PROGRAM - 144 - 2,000 2,000 - 0.0%


Total $ 440,910 $ 395,608 $ 396,414 $ 439,798 $ 461,827 $ 22,029 5.0%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 2130 - Communications & Community Engagement

Salaries 46.2%

Benefits 12.5%


Other Charges

11.3%





Human Resources

Department FunctionsHumanResourcesconsistofthefollowingfunctions:

•RecruitandrecommendtotheSuperintendentandSchoolBoardcandidatesforemploymentinallemployee groups •Overseeemployeetransfersandre-assignments(TeacherTransferFairandonlinerequestprocess,other employeetransferrequests) •Servesasthepointofcontactforallemployeestaffinginquiries,concerns,placements,etc. •Appropriatelyinductandorientallemployeeswithrequiredpre-serviceandon-goingtraining •Overseeissuanceofemployeecontractsandsalarymemoranda •Overseeemployeeretentioninitiatives •OverseetheGrowthandEffectivenessModel,supportplans,anddisciplineforalllicensed,support,and administrativestaff(>3,000employees) •Ensureappropriateprocessesareimplementedforemployeedismissalsandgrievancehearings •Maintainappropriateandaccuratejobdescriptionsforallemployees •InterpretandfacilitatethecomplianceofallFederal,State,andlocallawspertainingtoemployees: •EqualEmploymentOpportunityCommissioncompliance •AmericanswithDisabilitiesActcompliance •VirginiaWorker’sCompensationActcompliance •AdministertheFamilyandMedicalLeaveAct(FMLA) •WorkplaceSafetyandOccupationalSafetyandHealthAdministration(OSHA)compliance •TrackingandensuringappropriateandcurrentVirginialicensureforteachers,administratorsand supervisors,busdrivers,andmaintenancepersonnel •FairLaborStandardsAct •ConductunemploymenthearingclaimswithVirginiaEmploymentCommission •Ensureavailableworkplacemediationservicesforallemployees •Provideservicestoallretireesregardinghealthinsurance,retireebenefits,Medicare-eligibleretirees •Implementemployeerecognitionprogramsforallemployeegroups •ProvideState-requiredmentoringprogramsforallbeginningteachers •EnsureappropriateandrequiredbackgroundinvestigationsandI-9complianceforallapplicantsand employeesrecommendedforemployment(StatePolice,FederalBureauofInvestigation,andCentral RegistryforChildAbuseandNeglect) •Ensureappropriatescreeningandbackgroundinvestigationsforschoolvolunteersandoutsidecontracted individualsworkinginourschools •Administerandoverseeallaspectsofemployeebenefits(sickleave,maternityleave,disabilityleave,etc.) •Ensureandimplementanappropriatesubstituterecruitmentandorientationprogram •Overseethemanagementandassignmentofsubstituteteachersandotherstaff •Provideemployeeassistance,recommendations,andinformationincludingrecommendationofEmployee AssistanceProgram(EAP)toincludesubstanceabuse,mentalhealthassistance,financialassistance, counseling,etc. •Ensurerequiredmaintenanceofallprospective,current,andformeremployeerecords •Administeremploymentverifications •Overseetheissuanceanddisposalofemployeebadges •Coordinateandorganizeteacherjobfairandteacherrecruitment •Providehumanresourcesrelatedpolicyinterpretationandrespondtolegalinquiriesfromstaff,administrators, andthepublic •Coordinatestudentteacher,administrativeinternships,andpracticumplacementswithuniversitiesand colleges •Workwithbusinesspartnerstowelcome,recognize,andsupportemployees,aswellasretirees •OverseetheSpotsylvaniaApplicationManagementSystem(SAM)andreviewofallapplications



Human Resources (Continued) •Respondtorequiredfederalandstatereportingrequests •Coordinatesuccessionmanagementprocess •RespondandoverseeemployeeaccommodationrequestsperADA •Serveaspointofcontactforalternativeroutetolicensure •EnsurecomplianceofHighlyQualifiedstaffingstandards •Listen,advise,andsupportallemployeesandstakeholders •Coordinatewellnessmeetings/activities/eventsforemployees •Analyzehealthinsurancepremiumspaidandbalancesforeachplan •MonitorFlexSpendingAccounts •Providedisclosurestoemployees/retirees •Reviewplanutilizationreports •Reviewplandocuments

The“HumanResources”categoryincludesfundsformaintainingdatacommunicationlinesandreplacingcomputersupplies/softwaretosupportthehighperformanceinfrastructuretheschooldivisionhascreated.ThetotalbudgetallocatedforHumanResourcefunctionsinreasedby$190,642or16.1%from$1,186,391inFY2014to$1,377,033inFY2015.Thisincreaseincludesa1%COLAandSTEPforemployees.

Employee CategoriesHumanResourcesincludethefollowingemployeegroups. •ExecutiveDirector •Director •HRSpecialist •Program&LicensureSpecialist •BenefitsSpecialist •TechnicalAnalyst •HumanResourcesSoftwareAnalyst •Clericalstaff

Major Accomplishments •Playedakeyroleinthedevelopmentofthenewevaluationparadigmforlicensedinstructionalstaff(teachers) andAdministrators(principalsandprogramleaders) •Maintainedhighlyqualifiedstaff •ContinuedtosupporttheprocessforteachersseekingNationalBoardCertification.Currentstaffwiththis distinctionis57. •SuccessfullycoordinatedthefifthannualRegionalTeacherJobFairwithsixparticipatingschooldivisions

Significant Challenges •Implementationofaself-fundedworker’scompensationprogram •ExpandingtheTeacherLeadershipProgramtodevelopfutureleadersforSpotsylvaniaCountyPublic Schools •Maintainingcompetitivesalaryandbenefitsforallemployeegroupsinlightofdecreasingrevenue •Increasingdiversityintheworkplacetorepresentourcommunity •Recognizingasignificantneedforongoing,job-embeddedprofessionaltrainingforinstructionalleaderson WorkplaceSafety,AmericanswithDisabilitiesAct,EqualEmploymentOpportunityCommission,employee discipline,andemployeemediation. •Implementingaunifiedpayscaleforallsupportpositions •Creatingemployeerecognitionprogramswithdecreasingrevenue



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

1110 COMP OF DIRECTORS $ 114,313 $ 101,573 $ 224,885 $ 239,401 $ 233,606 $ (5,795) (2.4%)


1115 TRAVEL ALLOWANCE 3,967 4,000 - - - - 0.0%

1116 RECERTIFICATION SPCLST 75,112 75,864 80,265 80,265 83,095 2,830 3.5%

1117 SPECIALISTS 181,975 123,805 132,927 132,927 203,621 70,694 53.2%


1350 CLERICAL - PART-TIME - - - 14,384 14,384 - 0.0%

1610 SUPPLEMENTAL PAY 10,662 4,110 1,435 - - - 0.0%

1998 BONUS - ONE TIME - 20,550 - - - - 0.0%

2100 FICA 55,188 51,658 50,302 54,822 59,950 5,128 9.4%

2210 VRS (PLAN 1 & 2) 73,469 83,440 90,489 93,249 116,852 23,603 25.3%









2812 ROP INCENTIVE 164,053 177,704 171,151 3,052 - (3,052) (100.0%)



3007 RECRUITING EXPENSES 12,022 10,193 13,493 12,010 12,010 - 0.0%


3600 ADVERTISING 5,762 3,221 3,013 2,227 2,227 - 0.0%

5203 TELEPHONE - - - 366 366 - 0.0%

5401 LEASE/RENTALS 4,396 4,057 4,057 5,569 5,569 - 0.0%

5500 TRAVEL 50 - 13 - - - 0.0%


6035 COMPUTER SOFTWARE 2,500 - - - - - 0.0%

6092 EMPLOYEE RECOGNITION PROG 13,540 4,582 13,260 2,155 6,000 3,845 178.4%

6500 DONATIONS-SPECIAL PROGRAM 3,365 3,605 2,833 6,832 6,832 - 0.0%


Total $ 1,416,065 $ 1,331,735 $ 1,390,886 $ 1,186,391 $ 1,377,033 $ 190,642 16.1%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 2140 - Human Resources



Salaries 59.6%

Benefits 29.9%

Purchased Services

8.8%

Other Charges

0.4% Materials &

Supplies 1.3%

Human Resources



Planning Services

Department FunctionsTheOfficeofPlanningServicesconsistsofthefollowingfunctions:

•Leadingthedivisionthroughupdatingandmonitoringthedivision-widesixyearstrategicplan •Workingcloselywithprincipalstodevelopandexecuteschoolimprovementplans

The“PlanningServices”categoryincludesfundsforcompensationandbenefitsoftheDirectorofStrategicPlanningandSchoolImprovement.ThetotalbudgetforthePlanningServicesfunctionincreasedby$3,562or4.2%from$84,305inFY2014to$87,867inFY2015.Theincreaseprovidesa1%COLAandSTEPincrease.

Employee CategoriesPlanningServicesincludestheDirectorofStrategicPlanningandSchoolImprovementonly.

Major Accomplishments •Approvaloftherevisedsixyearstrategicplanfor2014-2019inJune2013 •Developedaprocessforupdatingannuallyschoolimprovementplans

Significant Challenges •Adequateresourcesandtimetothecompletetherequiredwork



Salaries 72.8%

Benefits 27.2%

Planning Services

FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

1110 COMP OF DIRECTORS - - $ 62,981 $ 62,981 $ 64,005 $ 1,024 1.6%

2100 FICA - - 4,350 4,546 4,622 76 1.7%

2210 VRS (PLAN 1 & 2) - - 8,043 8,043 9,281 1,238 15.4%

2300 HOSPITALIZATION - - 6,897 7,493 7,642 149 2.0%

2310 DENTAL INSURANCE - - 610 493 493 - 0.0%

2400 GROUP LIFE INSURANCE - - 749 749 845 96 12.8%



Total $ - $ - $ 83,630 $ 84,305 $ 87,867 $ 3,562 4.2%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 2150 - Planning Services



Finance and Purchasing

Department FunctionsFinanceconsistsofthefollowingfunctions:

•Maintaincompleteandsystematicrecordoffinancialtransactions •Verifyandprocessinvoicesweekly(approx.34,000invoicesannually) •Processandpostcheckrunsandmailcheckstovendorsonaweeklybasis •Compilemonthlybilllistsandcertificationsforapproval •Processdebtservicepayments •Trackconstructionpaymentsandprovidebilllistforbonddraws •Reviewandprocessdistrictandconferencetravelreimbursements •Processallrevenuereceipts(EDI,salestax,interestearned,state/federalpaymentsandothermiscellaneousreceipts) •PrepareandtransmitweeklycashdeposittoCountyTreasurer •Enteradjustingandbudgetjournalentries •ReconcilerevenuestoCounty–monthly •Providetrainingandsupporttoallbookkeepersregardingaccurateprocessingofinvoicesandrevenues •Preparesdetailedspecifications,IFBs,RFPs,informalbidsandcontracts •Conductspre-bidconferencesandbidopenings •Managescontractsandconductsvendorperformancereviews •Assistsinprocurementofgoodsandservices •Maintainsvendordatabase •MonitorslegislationimpactingtheVAProcurementAct •ReviewsanddraftschangestoSchoolBoardpurchasingpolicies •AdministersdivisionPurchaseCardprogram •Maintainspurchasingmanualandprovidestrainingtostaff •Coordinatesadoption,procurement,distributionandinventoryoftextbooks •Collaborateswithcountygovernment,wheneverpossible,fortheprocurementofgoodsandservices •AssistSuperintendentandSchoolBoardtodevelopandimplementtheannualbudget •Developandpublishthebudgetbookforeachlevelofbudgetcycle •BudgetAdvisoryCommittee(preparationandcoordinationofmeetings) •Completedataentryandcalculationsinbudgetmoduletodevelopannualbudget •AnalyzeenrollmentdataandtrendstoprojectAverageDailyMembership(ADM) •Developandimplementschool-basedfundingallocations •Monitorandprojectrevenues •Assistindevelopmentof5-yearCIP •Monitorlegislationandstatebudgetprocessandcommunicateimpacttostakeholders •PresentnecessarybudgetamendmentstoSchoolBoard,CountyFinanceandBoardofSupervisors •Review/processabsencedatafordivision •Track/adjustpayforlong-termleave •Reconcileemployeedeductionsandgarnishmentsandsubmittovendors •Process“extrapay”payrollrunon15th--monthly •Process$16Mmonthlypayrollforapprox.3,500employees •W-2processingandForm1099reporting •IRSquarterlyandannualreporting •Assistwithemployeecontracts •Performmonthlyclosingoffinancialsystem •Monthlyreconciliationofschoolandcountyfinancialrecords •TrackandbalanceFTEstoadoptedbudget •Providesupporttoschool,grantandadministrativebookkeepers •ProvidetrainingandsupporttoschoolbookkeepersforBlueBearschoolaccountingsoftware •ReviewSAFmonthlyreconciliations •PerforminternalauditsofSAFs •ReviewgrantreimbursementsthroughOMEGAonamonthlybasis •AdministersurveysandfileImpactAidapplicationannually



Finance and Purchasing (Continued)

•RemainuptodateonallaccountingchangesapprovedbyIRS,GASB,etc. •Prepareyear-endaccountingentries •Manage3auditsandcompleteallrequiredaccountingschedulesforauditors •Trackfixedassetsanddepreciation •Managebondfunds(draws,interest,etc) •Serveandsupportnumerouscommittees •Analyzehealthinsurancepremiumspaidandbalancesforeachplan •Negotiatehealthinsurancebenefitswiththirdpartyvendors

The“Finance”categoryincludesfundingforthefinancestaffaswellasnon-compensationitemssuchaspurchasedservices,professionaldevelopment,maintenancecontracts,etc.ThetotalbudgetfortheFinance&PurchasingDepartmentsincreasedby$4,259or.3%from$1,438,791inFY2014to$1,443,050inFY2015.Theincreaseincludesa1%COLAandSTEPforemployees.

Employee CategoriesFinanceincludesthefollowingemployeegroups. •CFO •DirectorofFinance •DirectorofBudgetandPayroll •PurchasingManager •SeniorFinancialAnalyst •AdministrativeAssistant •AccountingTechnician •AccountsPayableStaff •PayrollStaff •PurchasingAssistant

Major Accomplishments •ReceivedbudgetawardsfromtheAssociationofSchoolBusinessOfficialsInternational(ASBO)andfromthe GovernmentFinanceOfficersAssociation(GFOA)forachievingthehigheststandardsofschoolbudgetingand issuingofaqualitybudgetdocument •RevisedtheBudgetAdvisoryCommitteemeetingstosolicitmorepublicengagementthroughgroupactivities •ContinuedtoupdatetheSchoolActivityFundmanualandforms •Implementeddirectpaymentforselectvendors •AccountsPayableDepartmentcompletedrequirementsfortheAccountsPayableSpecialistCertification Examination.OnememberhasreceiveddesignationasAccreditedPayablesSpecialistthroughtheInstitute ofFinanceandManagement

Significant Challenges •Participatingintrainingopportunitiestobecomeupdatedonnewaccountingguidelines •ImplementingnewaccountingprinciplesapprovedbyGASB,IRS,etc. •Conductingneededin-serviceprofessionaldevelopmentopportunitiesforschoolandadministrative bookkeepers •Updatingfiscalpoliciesandvariousdivisionmanualsbasedonbestpractices •Managingthreeauditsconcurrentlyonanannualbasis(financialstatementaudit,grantaudit,schoolactivity fundaudit) •IdentifyingefficienciesthroughcollaborationwithTechnology(vendordirectpayment,electronicW-2’s,useof BusinessObjectsforfinancialreporting,etc.)ConversionofdataandreportingrequiredforVRSModernization •OngoingissueswithGeneralAssemblymandatedVRSemployeesharereporting •Increasedcommunicationtostakeholdersduetodesiretoimprovetransparencyoffiscaloperations



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change


1113 COMP OF ASST SUPTS 127,700 130,563 137,091 137,091 139,420 2,329 1.7%


1117 SPECIALISTS 51,220 57,819 61,173 61,173 - (61,173) (100.0%)

1130 COMP-PROF SUPV PERSONNEL - - - 58,679 59,266 587 1.0%


1610 SUPPLEMENTAL PAY - - 45 - - - 0.0%

2100 FICA 58,550 58,142 60,428 67,126 64,278 (2,848) (4.2%)

2210 VRS (PLAN 1 & 2) 78,609 98,673 110,442 117,936 126,299 8,363 7.1%








3320 MAINTENANCE CONTRACTS 9,756 10,238 13,704 9,876 15,876 6,000 60.8%

5500 TRAVEL 721 725 194 721 721 - 0.0%

5801 DUES/LICENSES 1,722 1,343 1,096 968 2,968 2,000 206.6%

5806 SUBSCRIPTIONS/JOURNALS - 297 - - - - 0.0%


6500 DONATIONS-SPECIAL PROGRAM - 65 - - - - 0.0%


Total $ 1,101,459 $ 1,126,515 $ 1,226,428 $ 1,288,215 $ 1,283,411 $ (4,804) (0.4%)

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 2160 - Finance

Salaries 69.7%

Benefits 29.3%

Purchased Services

0.3%

Other Charges

0.1% Materials &

Supplies 0.6%

Finance



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

1123 COORDINATOR $ 49,681 $ 54,037 $ 57,172 $ 57,172 $ 59,188 $ 2,016 3.5%

1150 COMP OF CLERICAL STAFF $ 36,289 $ 39,761 $ 42,068 $ 42,068 $ 43,765 1,697 4.0%

2100 FICA 6,013 6,592 6,875 6,906 7,183 277 4.0%

2210 VRS (PLAN 1 & 2) 8,193 11,190 12,673 12,673 14,928 2,255 17.8%

2300 HOSPITALIZATION 15,641 16,282 22,275 25,913 26,431 518 2.0%





3000 PURCHASED SERVICES - - - - 1,151 1,151 0.0%

3001 PROFESSIONAL IMPROVEMENT 2,331 2,250 555 944 944 - 0.0%

5801 DUES/LICENSES 365 93 900 1,472 1,472 - 0.0%

9998 SCPS HOLDBACK/RESERVE - - - 604 - (604) (100.0%)

Total $ 119,872 $ 131,849 $ 145,573 $ 150,576 $ 159,639 $ 9,063 6.0%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 2170 - Purchasing

Salaries 28.0%

Benefits 2.1%


Other Charges 53.2%

Purchasing



Health ServicesDepartment FunctionsAttendanceandHealthServicesconsistsofthefollowingfunctions:

•Coordinatesschoolnursesandclinicaides •Promoteshealtheducation •Providespreventivehealthcarethatincludesimmunizations,anticipatoryguidanceandcounseling •Recommendshealthpoliciesandstandards •ReviewsandrecommendscompliancewithOSHAstandardsrelatingtohealth •Coordinatesstandardprecautions/bloodbornepathogentraining •CoordinatesCPRandFirst-Aidtrainingforstaffmembersandthecommunity •Performsannual,pre-employmentschoolbusdriverphysicalexaminationsandperformsurinetoxicologyand breathalcoholtestingforschoolbusdriversasrequiredbytheUnitedStatesDepartmentofTransportation (DOT)FederalMotorCarrierSafetyAdministration •Managesthedrug-testingprogramasrequiredbytheFederalMotorCarrierSafetyAdministration. •Identifiesresourcesandcoordinatesreferralsforchildrenandfamiliesrequiringfurtherevaluation •Formulateshealthplansthatemphasizeself-careresponsibilitythroughtheparticipationofthechild,family, physician,andotherhealthcareprofessionals •WorkscollaborativelywiththeHealthDepartment,healthcareprofessionals,parents,andthecommunityto fosterhealthcareforstudentsandstaff •Conductspsychologicalandeducationalassessmentsaspartofthemultidisciplinaryevaluationprocessto determineifastudenthasadisabilitythatrequiresspecialeducationservices •Consultswithteachersregardingtheimplementationofresearchbasedinterventionsdesignedtoameliorate achievementdeficitsandpreventover-identificationofdisabilities •Obtainstrainingwithdesigningbehaviorinterventionplans •Assiststheschoolsandschoolsocialworkerswithgroupandindividualcounseling

Budgetary FunctionsTheAttendance&HealthexpenditurecategoryincludesseveralbudgetaryfunctionsasdefinedbytheVirginiaDepartmentofEducationandtheyareasfollows:

2200–HealthServices2300–PsychologicalServices

The“HealthServices”categoryincludesfundsforthecompensationandbenefitsforthenursepractitioner,schoolnurses,therapists,substitutesfornursesandclericalstaff.Thenon-compensationbudgetincludesfundsforpurchasedservices(vendorpaymentstomentalhealthproviders),professionaldevelopment,medicalanddentalsupplies,lease/rentals,memberships,etc.

ThetotalbudgetfortheHealthServicesfunctionincreasedby$86,207or2.3%from$3,672,743inFY2014to$3,758,950inFY2015.Thisincreaseincludesa1%COLAandSTEPincreaseforemployees.

The“PsychologicalServices”categoryincludesfundsforthecompensationandbenefitsofpsychologists.Alsoincludedarefundsforpurchasedservices,travelandmaterialsandsupplies.ThetotalbudgetforthePsychologicalServicesfunctionincreasedby$53,539or6.6%from$813,652inFY2014to$867,191inFY2015.



Health Services (Continued)

Employee CategoriesAttendanceandHealthServicesincludethefollowingemployeegroups: •NursePractitioner •SchoolNurses •ClinicAides •ClericalSupportStaff •Therapists •Psychologists

Major Accomplishments •ConductedfreeTdapvaccinationclinics •Theover-identificationofminoritiesinspecialeducationhasbeenaddressed •Completionofinitialevaluationswithintherequiredtimeline

Significant Challenges •Retainingandhiringexperiencednursesandmentalhealthprofessionalsinaveryfinanciallycompetitive healthmarket •Meetingregulatorycompliancewiththecurrentstaffingstructure •Schoolpsychologistsfacethechallengeofdeterminingwhatisinthebestinterestofthechildthrough observation,testingandconsultingwiththechild’steachers,administratorsandparents •Meetingtheregulatoryrequirementofcompletingevaluationswithinthe65businessdaytimelinewiththe reductioninstaff •Keepingupwithcaseloadsandsuccessfullycarryoutalloftherolesandfunctionsofschoolpsychologists andeducationaldiagnosticians



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

1130 COMP-PROF SUPV PERSONNEL $ 30,722 - - - - $ - 0.0%

1131 COMP OF SCHOOL NURSES 1,307,445 1,303,841 1,362,990 1,391,778 1,417,609 25,831 1.9%

1139 COMP OF THERAPISTS 534,322 553,190 495,214 514,169 505,626 (8,543) (1.7%)

1146 NURSE PRACTITIONER 98,375 100,867 105,910 105,910 107,719 1,809 1.7%


1339 THERAPISTS - PART-TIME 29,705 31,330 39,310 45,600 45,600 - 0.0%

1520 COMP OF SUB TEACHERS - - 6,569 2,000 2,000 - 0.0%

1521 COMP-NURSING SUBSTITUTE 61,869 49,687 55,449 60,438 60,438 - 0.0%

1600 COMP - SUPPLEMENTS 9,612 8,448 9,310 11,426 7,194 (4,232) (37.0%)


1620 NON-CONTRACTED COMP - 3,985 2,029 6,128 6,128 - 0.0%

1998 BONUS - ONE TIME - 31,140 - - - - 0.0%

2100 FICA 158,667 159,125 158,717 163,907 165,034 1,127 0.7%

2210 VRS (PLAN 1 & 2) 181,342 222,234 236,832 245,698 288,919 43,221 17.6%








2812 ROP INCENTIVE 48,970 48,970 29,785 - - - 0.0%



3110 MEDICAL SERVICES 325 87 - 3,702 3,702 - 0.0%

3320 MAINTENANCE CONTRACTS - - 9,250 9,250 9,250 - 0.0%

5401 LEASE/RENTALS 565 382 565 1,555 1,555 - 0.0%

5500 TRAVEL 10,883 12,497 9,719 12,403 12,403 - 0.0%

5801 DUES/LICENSES 75 - - - - - 0.0%

5810 MEMBERSHIPS (PROGRAMS) 1,890 2,764 1,859 2,516 2,516 - 0.0%

6001 OFFICE SUPPLIES 2,220 1,817 1,371 1,153 1,153 - 0.0%

6004 MEDICAL & DENTAL SUPPLIES 41,118 53,736 83,953 46,685 46,685 - 0.0%

6035 COMPUTER SOFTWARE 8,684 9,625 - 375 375 - 0.0%


Total $ 3,062,189 $ 3,194,443 $ 3,553,942 $ 3,672,743 $ 3,758,950 $ 86,207 2.3%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 2220 - Health Services



Salaries 59.9%

Benefits 23.0%



1.3%

Health Services



Salaries 71.1%

Benefits 24.9%

Purchased Services

0.2%

Other Charges

1.2% Materials &

Supplies 2.6%

Psychological Services

FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

1132 COMP OF PSYCHOLOGISTS $ 536,942 $ 558,140 $ 582,675 $ 582,467 $ 601,009 $ 18,542 3.2%


2100 FICA 40,866 42,456 44,378 44,575 45,548 973 2.2%

2210 VRS (PLAN 1 & 2) 52,552 68,110 76,308 76,340 89,371 13,031 17.1%






3000 PURCHASED SERVICES 4,875 - - 1,460 1,460 - 0.0%

5500 TRAVEL 7,555 9,730 7,156 10,681 10,681 - 0.0%

6000 MATERIALS & SUPPLIES 253 23,908 21,888 22,000 22,000 - 0.0%

6500 DONATIONS-SPECIAL PROGRAM - - - - 500 500 0.0%

Total $ 702,210 $ 760,841 $ 806,362 $ 813,652 $ 867,191 $ 53,539 6.6%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 2230 - Psychological Services



Transportation

Department FunctionsThe Transportation Department consists of the following functions:

•Transportingstudents •Trainingbusdriversandbusattendants(changesinfederal,stateandlocalregulations) •Routingofallbuses •Modifyingandevaluatingbusstops •Respondingtoparentinquiries •Supervisionofover400busdriversandaides •Evaluatingroadsandconditionstoensureroutesaresafe

Budgetary FunctionsTheTransportationexpenditurecategoryincludesseveralbudgetaryfunctionsasdefinedbytheVirginiaDepartmentofEducationandtheyareasfollows:

3100–Management&Direction3200–VehicleOperationServices3400–VehicleMaintenanceServices

The“Management&Direction”categoryincludesfundstotransportstudentssafelyandefficientlyinanatmosphereofmutualrespectandcare.Thecompensationandbenefitsbudgetincludesthedirector,coordinator(s),asupervisor,technicalpersonnel,andclericalstaff.Thenon-compensationbudgetincludesmaintenancecontracts,electricity,unemploymentcompensationinsurance,officesupplies,replacementequipment,etc.ThetotalbudgetfortheManagement&Directionfunctionincreasedby$46,580or3.7%from$1,263,562inFY2014to$1,310,142inFY2015.Theincreaseincludeda1%COLAandSTEPincrease.

The“VehicleOperationServices”categoryincludesfundsforcompensationandbenefitsofcontractedandnon-contracteddriversandbusattendants.Thenon-compensationbudgetfundsworkerscompensationclaims,gasoline,etc.ThetotalbudgetfortheVehicleOperationServicesfunctionincreasedby$460,647or3.5%from$13,196,712inFY2014to$13,657,359inFY2015.Theincreaseincludesa1%COLAandSTEP.

The“VehicleMaintenanceServices”categoryincludesfundsforbusrepairsthatareperformedbytheJointFleetServicesDepartment.ThetotalbudgetfortheVehicleMaintenanceServicesfunctionremainedthesameinFY2015asitwasinFY2014($1,933,976).

Employee CategoriesTransportationincludesthefollowingemployeegroups. •DirectorofTransportation •ClericalSupportStaff •RoutingCoordinators •ManagerofOperations •LeadDrivers •BusDrivers •BusAttendants •Trainers



Transportation (Continued) Major Accomplishments •PurchasedtwoadditionalSpecialNeedsbuses •Decreasedaccidentsandincidents •ImplementednewSnowTeamprocedures •Collaboratedwithotherdepartmentsinthedivisiontoenhancebusdrivertraining(guestspeakers,etc.) •MaintainedstandardssetbyVirginiaMunicipalLeague(VML)InsuranceProgramofproviding90%ormore ofourentitydriverswithDefensiveDrivingTraining,resultinginadiscountonfleetinsuranceforallSCPS vehicles •Trained26newbusdriversand11newbusattendants •Coveredbusroutesduringstaffshortages/increasednumberofprograms

Significant Challenges •Federallymandatedunfundedspecialneedsstudents’transportationrequirements(i.e.,newDOE transportationregulations) •Absenteeism •Recruitingandsustainingdrivingstaff •Everchangingtransportationneedsofdisplaced/homelessfamiliesandchildren •IncreasedtransportationneedsforalternativeMSandHSstudents



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change


1123 COORDINATOR 96,534 129,269 142,172 142,265 145,841 3,576 2.5%

1135 SUPERVISOR 59,547 60,143 63,632 63,632 65,636 2,004 3.1%

1140 COMP-TECHNICAL PERSONNEL 115,818 112,118 120,111 120,111 123,323 3,212 2.7%

1150 COMP OF CLERICAL STAFF 232,723 210,604 224,574 226,851 225,945 (906) (0.4%)

1540 CLERICAL - SUBS/OVERTIME 10,891 11,038 21,880 8,359 8,359 - 0.0%

1610 SUPPLEMENTAL PAY 2,021 - - 8,760 8,760 - 0.0%

2100 FICA 44,882 46,015 49,734 49,697 50,556 859 1.7%

2210 VRS (PLAN 1 & 2) 57,793 73,032 82,800 82,744 95,307 12,563 15.2%









2800 RETIREE SICK LEAVE PAY 14,138 90 2,055 7,705 7,705 - 0.0%


2812 ROP INCENTIVE 37,856 23,915 10,745 - - - 0.0%

3000 PURCHASED SERVICES - 17,532 - 8,235 8,235 - 0.0%


3310 REPAIRS TO EQUIPMENT - - - 794 794 - 0.0%


5101 ELECTRICITY - - 22,103 25,815 25,815 - 0.0%

5103 WATER/SEWAGE FEES - - 1,190 1,256 1,256 - 0.0%

5203 TELEPHONE 9,616 9,832 9,699 9,072 9,072 - 0.0%

5302 UNEMPLOYMENT COMP INS 11,936 1,758 4,964 2,964 2,964 - 0.0%

5401 LEASE/RENTALS 1,400 1,378 1,599 1,680 1,680 - 0.0%

5500 TRAVEL 3,913 6,673 4,451 1,694 1,694 - 0.0%

6001 OFFICE SUPPLIES 13,619 17,932 17,055 7,084 7,084 - 0.0%

8100 REPLACEMENT EQUIPMENT - - - 476 476 - 0.0%

8105 REPLACEMENT/SVC VEHICLES 66,851 24,463 - - - - 0.0%

Total $ 1,194,800 $ 1,239,679 $ 1,261,134 $ 1,263,562 $ 1,310,142 $ 46,580 3.7%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - Transportation - 3100 - Management & Direction



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

1170 DRIVER PAY $ 4,514,654 $ 4,516,088 $ 4,604,715 $ 4,956,378 $ 5,098,434 $ 142,056 2.9%

1282 DRIVER OVER 20 HOURS 839,896 929,373 879,398 886,103 835,908 (50,195) (5.7%)

1284 DRIVER OVER 40 HOURS 7,052 29,408 26,846 10,000 10,000 - 0.0%

1285 AIDES OVER 20 HOURS 128,517 136,661 134,002 143,831 143,831 - 0.0%

1286 AIDES OVER 40 HOURS 36 2,269 1,404 3,000 3,000 - 0.0%

1287 NON-CONTRACT DRIVER > 20 2,358 9,043 742 2,000 2,000 - 0.0%

1288 NON-CONTRACT DRIVER > 40 - - 380 - - - 0.0%

1293 NON-CONTRACT AIDES > 20 17 638 1,250 - - - 0.0%

1294 NON-CONTRACT AIDES > 40 - - 901 - - - 0.0%

1340 DRIVER AIDE 427,132 446,312 439,034 499,657 536,617 36,960 7.4%

1544 NON-CONTRACTED DRIVER 352,299 325,858 472,438 92,400 92,400 - 0.0%

1545 NON-CONTRACTED BUS AIDE 100,201 155,464 166,692 2,500 2,500 - 0.0%


1998 BONUS - ONE TIME - 198,975 - - - - 0.0%

2100 FICA 457,846 486,109 485,743 450,242 454,928 4,686 1.0%

2210 VRS (PLAN 1 & 2) 515,036 529,412 365,277 472,207 384,359 (87,848) (18.6%)

2300 HOSPITALIZATION 1,786,893 1,884,452 2,401,523 2,628,609 2,822,413 193,804 7.4%




2710 ANNUITY FOR NON-VRS EMP. 22,300 19,650 12,550 36,000 36,000 - 0.0%

2800 RETIREE SICK LEAVE PAY - 3,795 5,490 - - - 0.0%



3008 STAFF TRAINING 2,113 2,489 1,885 1,842 1,842 - 0.0%

3009 STUDENT TRAINING 3,978 - - 3,263 3,263 - 0.0%

3110 MEDICAL SERVICES 6,555 7,976 10,151 10,318 10,318 - 0.0%

3308 VEHICLE REPAIRS 11,085 8,958 4,065 9,933 9,933 - 0.0%


3600 ADVERTISING 2,134 - 70 1,323 1,323 - 0.0%

5201 POSTAGE 5,291 5,430 5,585 7,316 7,316 - 0.0%

5203 TELEPHONE - - - 2,000 2,000 - 0.0%

5309 FLEET INSURANCE 130,829 132,328 103,822 115,494 115,494 - 0.0%

5801 DUES/LICENSES - 75 - 118 118 - 0.0%

6008 GASOLINE/OIL/LUBRICANTS 1,711,239 1,891,987 1,820,642 1,979,667 2,087,667 108,000 5.5%


6152 TRAINING MATERIALS 1,072 747 628 588 588 - 0.0%

8100 REPLACEMENT EQUIPMENT - - - - 90,700 90,700 0.0%


Total $ 11,734,081 $ 12,431,045 $ 12,739,655 $ 13,196,712 $ 13,657,358 $ 460,646 3.5%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - Transportation - 3200 - Vehicle Operation Svcs



Salaries 46.6%

Benefits 26.4%


Other Charges

1.0%


Capital Outlay 0.5%

Transportation

FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

3309 BUS REPAIRS $ 1,490,372 $ 1,695,719 $ 1,683,817 $ 1,923,976 $ 1,923,976 $ - 0.0%

3314 OTHER BUS REPAIRS - 1,000 - 10,000 10,000 - 0.0%

6009 REPAIR PARTS/SUPPLIES - - 3,789 - - - 0.0%

8100 REPLACEMENT EQUIPMENT - 47,825 78,091 - - - 0.0%

Total $ 1,490,372 $ 1,744,543 $ 1,765,697 $ 1,933,976 $ 1,933,976 $ - 0.0%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - Transportation - 3400 - Vehicle Maintenance Svcs

-



Maintenance

Department FunctionsTheMaintenanceDepartmentconsistsofthefollowingfunctions:

•Maintenanceofexistingschoolbuildingsandfacilities •Custodialcareofallfacilitiestofacilitateanenvironmenttolearningandworking •Climatecontrolefficiency •Recyclingandenergyconservation •Administrationofcapitalmaintenanceprojects

Budgetary FunctionsTheMaintenanceexpenditurecategoryincludesseveralbudgetaryfunctionsasdefinedbytheVirginiaDepartmentofEducationandtheyareasfollows:

4100–ManagementandDirection4200–BuildingServices4300–GroundsServices4400–EquipmentServices4500–VehicleServices

Bymaintainingexistingschoolbuildingsandgroundsandbeingproactiveinthemaintenanceoffacilities,thelifespananduseofthefacilitieshasincreased,whichinturnprovidessavingstothedivision.

The“Management&Direction”categoryincludesfundsforthecompensationandbenefitsforthedirector,thesupervisor,andclericalstaff.Thenon-compensationbudgetincludesfundsfortelephoneservices,unemploymentcompensationinsurance,officesupplies,etc.Overall,bymaintainingexistingschoolbuildingsandgroundsandbeingproactiveinthemaintenanceoffacilities,thelifespananduseofthefacilitiesshouldincrease.ThetotalbudgetfortheManagement&Directionfunctionincreasedby$47,446or6.0%from$794,612inFY2014to$842,058inFY2015.Thisincreaseincludesa1%COLAandSTEP.

The“BuildingServices”categoryincludesfundsforthecompensationandbenefitsofmaintenanceemployeesandcustodiansattheelementarylevel.Alsoincludedarefundsforutilitycostsforelectricity,fueloil,water/sewage,telephone,etc.Thenon-compensationbudgetalsoconsistsoffireandliabilityinsurance,custodialsupplies,repairparts,maintenancecontractsforthirdpartyvendors,etc.Custodialcarefacilitatesanenvironmentconducivetolearningandworking.Climatecontrolefficiencycontinuestocreateenergysavings,ahealthyatmosphere,andisanexampleofourenvironment-friendlyuseofresources.ThetotalbudgetfortheBuildingServicesfunctionincreasedby$229,693or1.2%from$19,299,991inFY2014to$19,529,684inFY2015whichincludesa1%COLAandSTEP.

The“GroundServices”categoryincludesfundsfornon-compensationitemssuchaspurchasedservices,gasoline,lease/rentals,agriculturalsupplies,etc.ThetotalbudgetfortheGroundServicesfunctionincreasedby$38,873or31.2%from$124,437inFY2014to$163,310inFY2015.

The“EquipmentServices”categoryincludesfundsfornon-compensationitemssuchasmaintenancecontracts,repairparts,etc.ThetotalbudgetfortheEquipmentServicesfunctionremainsthesameinFY2015asinFY2014$330,270.

The“VehicleServices”categoryincludesfundsfornon-compensationitemssuchasvehiclerepairs,fleetinsurance,gasoline,andrepairparts/supplies.ThetotalbudgetfortheVehiclesServicesfunctionremainsthesameinFY2015asinFY2014$239,499.



Maintenance (Continued)

Employee CategoriesMaintenanceincludesthefollowingemployeegroups: •DirectorofMaintenance •SupervisorofMaintenance •SystemsInformationOperator •ClericalSupport •CustodialStaff •Groundskeepers •MechanicalStaff

Major Accomplishments •Continuetoenhanceinventorycontrol •Completedseveralcarpettotilereplacementprojects •CompletedaHVACrenovationatoneelementaryschool •Upgradedshoptools,andequipment,andthroughcontinuallyprovidingsupervisory,management,and technicaltraining,increasedproductivityandsafety

Significant Challenges •Under-staffedincriticalskillsleadingtoovertimehours •Insufficientfundingtocompletecapitalmaintenanceprojectsonschedulewhichcausesworktobedeferred andincreasesmaintenanceexpenses •Maintenanceandtrackingofinventory •TImelyrenovationofolderbuildings(roofs,HVACsystems,andcarpet/tile) •Shortstaffedcausingtadelayedcompletionofpreventivemaintenanceworkonmajorequipmenttobe performedinatimelymanner



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change


1124 COMP OF INST SUPERVISORS 20,874 - - - - - 0.0%

1136 SUPERVISOR - MAINTENANCE 62,621 - - 88,439 90,115 1,676 1.9%


2100 FICA 24,972 15,981 16,851 23,127 23,590 463 2.0%

2210 VRS (PLAN 1 & 2) 32,533 26,065 29,404 40,625 47,026 6,401 15.8%









2800 RETIREE SICK LEAVE PAY - - - 1,254 1,254 - 0.0%


3000 PURCHASED SERVICES 53 100 - 118 - (118) (100.0%)


3180 LEGAL FEES - 8,800 - - - - 0.0%

3310 REPAIRS TO EQUIPMENT - - - 1,080 1,080 - 0.0%

3320 MAINTENANCE CONTRACTS 1,659 - - - - - 0.0%

5203 TELEPHONE 9,642 5,969 7,449 6,155 8,955 2,800 45.5%

5302 UNEMPLOYMENT COMP INS 6,922 175 2,197 2,997 2,997 - 0.0%

5401 LEASE/RENTALS 1,910 1,865 2,043 1,717 1,835 118 6.9%

5500 TRAVEL 2,707 2,538 657 1,008 1,008 - 0.0%

6001 OFFICE SUPPLIES 10,527 6,258 8,498 8,817 8,817 - 0.0%

Total $ 752,437 $ 604,486 $ 663,827 $ 794,612 $ 842,058 $ 47,446 6.0%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - Maintenance - 4100 - Management & Direction



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

1161 COMP OF MAINT EMPLOYEES $ 2,151,531 $ 2,188,132 $ 2,236,754 $ 2,207,207 $ 2,278,408 $ 71,201 3.2%

1191 COMP OF CUSTODIANS 2,467,221 2,241,139 2,254,848 2,326,195 2,387,778 61,583 2.6%

1261 COMP OF MAINTENANCE - O/T 101,529 72,843 72,891 68,000 68,000 - 0.0%

1290 CUSTODIANS/OVERTIME/SUBS 101,713 46,526 54,215 44,063 44,063 - 0.0%

1361 MAINTENANCE - SUMMER 173,158 150,269 183,139 109,504 148,504 39,000 35.6%

1610 SUPPLEMENTAL PAY 1,940 1,862 - - - - 0.0%

1630 FACILITY USE - OVERTIME 19,670 21,895 12,626 75,000 75,000 - 0.0%

1998 BONUS - ONE TIME - 84,300 - - - - 0.0%

2100 FICA 355,374 341,300 342,494 339,408 352,861 13,453 4.0%

2210 VRS (PLAN 1 & 2) 565,669 568,569 412,998 475,400 441,262 (34,138) (7.2%)

2300 HOSPITALIZATION 941,823 916,994 1,186,667 1,179,162 1,194,359 15,197 1.3%







2812 ROP INCENTIVE 143,395 73,377 28,933 - - - 0.0%

3000 PURCHASED SERVICES 2,645,467 268,252 333,035 52,836 52,836 - 0.0%


3017 UNIFORM RENTALS 15,670 9,053 9,522 9,874 9,874 - 0.0%

3133 TESTING SERVICES 6,394 2,731 3,592 6,300 6,300 - 0.0%


3311 MAINT SERVICES - BLDGS 75,213 74,649 74,419 76,000 76,000 - 0.0%

3320 MAINTENANCE CONTRACTS - 2,294,714 2,065,318 2,281,147 2,308,422 27,275 1.2%

3330 D P SOFTWARE SUPPORT 14,947 17,152 24,845 24,846 24,846 - 0.0%

5101 ELECTRICITY 5,105,395 5,406,716 5,187,378 5,547,271 5,848,109 300,838 5.4%

5102 FUEL OIL/GAS 1,780,130 1,873,155 1,784,544 2,105,241 2,105,241 - 0.0%

5103 WATER/SEWAGE FEES 540,223 599,489 696,419 853,117 853,117 - 0.0%

5203 TELEPHONE 30,067 26,026 23,138 25,347 29,647 4,300 17.0%

5300 FIRE & LIABILITY INS 272,950 265,769 279,482 323,064 323,064 - 0.0%

5500 TRAVEL - 1,442 517 1,750 1,750 - 0.0%

5801 DUES/LICENSES 8,990 6,237 8,812 6,573 7,000 427 6.5%

6000 MATERIALS & SUPPLIES 72,976 - - - - - 0.0%

6005 CUSTODIAL SUPPLIES 252,814 371,851 264,718 181,711 181,711 - 0.0%

6007 BUILDING SUPPLIES 259,947 250,130 274,300 112,986 112,986 - 0.0%

6008 GASOLINE/OIL/LUBRICANTS $ 53,743 $ - $ - $ - $ - - 0.0%

6009 REPAIR PARTS/SUPPLIES 539,897 487,474 614,963 121,611 121,711 100 0.1%


6017 UNIFORMS 3,728 510 103 496 496 - 0.0%

6018 SAFETY SUPPLIES 3,486 180 3,032 1,877 1,877 - 0.0%

6099 MAINTENANCE SUPPLIES - 2,400 - 1,833 1,833 - 0.0%

6150 REIMBURSEMENT-FACILTY USE 429 14,750 9,000 9,797 9,797 - 0.0%

6157 FURNISHINGS-NEW UNDER 5K 7,426 14,608 68,313 64,608 - (64,608) (100.0%)

6158 FURNISHINGS-REPL-UNDER 5K 5,463 41,414 18,230 18,233 100,000 81,767 448.5%

8100 REPLACEMENT EQUIPMENT 9,894 - 14,974 - - - 0.0%


Total $ 19,104,759 $ 19,007,051 $ 18,906,876 $ 19,299,991 $ 19,529,684 $ 229,693 1.2%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - Maintenance - 4200 - Building Svcs



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

3310 REPAIRS TO EQUIPMENT $ 74,292 $ 38,163 $ 59,504 $ 60,549 $ 60,549 $ - 0.0%


6008 GASOLINE/OIL/LUBRICANTS 727 2,859 1,839 1,575 1,575 - 0.0%

6009 REPAIR PARTS/SUPPLIES 59,514 44,695 38,679 30,842 30,842 - 0.0%

8100 REPLACEMENT EQUIPMENT 11,580 - - - - - 0.0%

Total $ 305,951 $ 282,959 $ 375,884 $ 330,270 $ 330,270 $ - 0.0%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - Maintenance - 4400 - Equipment Svcs

FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

3000 PURCHASED SERVICES $ 105,630 $ 47,959 $ 194,513 $ 40,780 $ 87,280 $ 46,500 114.0%

3310 REPAIRS TO EQUIPMENT 7,258 11,938 5,385 15,000 14,373 (627) (4.2%)

3320 MAINTENANCE CONTRACTS - 115,028 4,794 3,000 3,000 - 0.0%

5401 LEASE/RENTALS 9,235 13,276 12,491 18,816 3,816 (15,000) (79.7%)

6006 AGRICULTURAL SUPPLIES 37,225 18,934 27,064 23,914 23,914 - 0.0%

6008 GASOLINE/OIL/LUBRICANTS $ 2,356 $ 1,528 $ 8,811 $ 3,150 $ 11,150 8,000 254.0%

6009 REPAIR PARTS/SUPPLIES 25,958 35,029 31,021 19,777 19,777 - 0.0%

Total $ 187,662 $ 243,692 $ 284,078 $ 124,437 $ 163,310 $ 38,873 31.2%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - Maintenance - 4300 - Grounds Svcs



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

3308 VEHICLE REPAIRS $ 95,449 $ 72,317 $ 82,470 $ 105,908 $ 105,908 $ - 0.0%

5309 FLEET INSURANCE - - 12,317 14,000 14,000 - 0.0%

6008 GASOLINE/OIL/LUBRICANTS - 144,007 165,544 118,000 118,000 - 0.0%

6009 REPAIR PARTS/SUPPLIES 602 2,272 2,963 1,591 1,591 - 0.0%

8205 ADD/SERVICE VEHICLES 132,074 - - - - - 0.0%

Total $ 228,125 $ 218,596 $ 263,294 $ 239,499 $ 239,499 $ - 0.0%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - Maintenance - 4500 - Vehicle Svcs

Salaries 25.8%

Benefits 12.0%


Other Charges

43.6%


3.6%

Maintenance



Technology

InFY2009,anewcategoryentitled,“Technology”wasaddedbytheVirginiaCodeforfinancialreportingpurposes.PriortoFY2009,technologypurchaseswerecodedtoImprovementofInstruction(1310).Inaddition,thetechnologypersonnelactivityforFoodServiceisshownunderFund3whichisintheFundStatementsectionofthisbudgetbook.

Department FunctionsTheTechnologyDepartmentconsistsofthefollowingfunctions:

•Providesthetechnologicalframeworkandprocesses •Ensuresthatdata,information,andnetworksaresecure,robust,andaccessible •Supportsfiscal,administrative,communication,andinstructionalprograms •Providessupportforinstructionaltoolsandsystems •Developsandmanagesapplicationssuchas: w SOLOAssessmentSystem w SCORELearningManagementSystem w PASS •DeploysandsupportsInstructionalTechnologyResourceTeachers(ITRTs) •ITRTssupportteachersby: w increasingtheirunderstandingofusingtechnologies w adoptingpedagogicalpractices •ITRTsserveas: w ProfessionalLearningCommunity(PLC)coaches w Teacherleaders w ContentLiaisons w InstructionalAdvisors(RtI,IPADS,Literacy)

Budgetary FunctionsTheTechnologyexpenditurecategoryincludesseveralbudgetaryfunctionsasdefinedbytheVirginiaDepartmentofEducationandtheyareasfollows:

6810–TechnologyClassroom6820–TechnologyInstructionalSupport6830–TechnologyAdministration6850–TechnologyTransportation6860–TechnologyMaintenance

The“TechnologyClassroom”categoryincludesfundsformaintainingdatacommunicationlinesandreplacingcomputersupplies/softwaretosupportthehighperformanceinfrastructuretheschooldivisionhascreated.ThetotalbudgetfortheTechnologyClassroomfunctionremainedthesameinFY2015andinFY2014$984,908.

The“TechnologyInstructionalSupport”categoryincludesfundsforthecompensationandbenefitsofITRTs,paraeducators,coordinator(s),supervisorypersonnel,technicalpersonnel,andclericalstaff.Alsoincludedarefundsforpurchasedservices,professionaldevelopment,travel,computersupplies/software,andothersuppliestoprovidestudentsopportunitiestomasterthestandardcurriculumandlearninggoals.Thereisafocusonfostering21stCenturyskillsacrossallcontentareasbywayofsupportingteachersastheyincreasetheirunderstandingofusingdigitaltoolsaspartoftheirinstructionalpractice,andadoptpedagogicalprocessesthatsupporta21stCenturycurriculum.ITRTsareinstructionalcoacheswhocontinuetoworktowardsimprovedperformanceforallstudentsinallcontentareasasoutlinedbyNoChildLeftBehind(NCLB),theSCPSStrategicplan,andTechnologyPlanbyprovidingembeddedprofessionallearningopportunitiestoteachers.TheITRTsuseanationallyrecognizedcoachingprocessinachievingthesegoalsbywayoftheirworkwithteachersinschoolsonadailybasis.ThetotalbudgetfortheTechnologyInstructionalSupportfunctionincreasedby$443,552or9.9%from$4,490,070FY2014to$4,933,622inFY2015,whichincludesa1%COLAandSTEPincrease.



Technology (Continued)

The“TechnologyAdministration”categoryincludesfundsforthecompensationandbenefitsoftheassistantdirector,supervisorypersonnel,technicalpersonnel,andclericalstaff.Alsoincludedarefundsforpurchasedservices,professionaldevelopment,maintenancecontracts,travel,andsoftwaresupport.ThetotalbudgetfortheTechnologyAdministrationfunctiondecreasedby$52,180or5.2%from$998,230inFY2014to$946,052inFY2015primarilyduetotheeliminationofoneTechnologyEngineerposition,howeveritdoesincludea1%COLAandSTEPincreaseforstaff.

The“TechnologyTransportation”categoryincludesfundsforcompensationandbenefitcostsoftransportationposition(s)thatprovidetechnologysupport.ThetotalbudgetfortheTechnologyTransportationfunctionincreasedby$10,150or5.2%from$196,902inFY2014to$207,052inFY2015,whichincludesa1%COLAandSTEPincrease.

The“TechnologyMaintenance”categoryincludesfundsforthecompensationandbenefitsofamaintenanceposition.ThetotalbudgetfortheTechnologyMaintenancefunctionincreasedby$1,389or1.3%from$105,745inFY2014to$107,134inFY2015.Theincreaseincludesa1%COLAandSTEP.

Employee CategoriesTechnologyincludesthefollowingemployeegroups. •AssistantDirector •TechLeads •NetworkEngineers •ISProgrammers •DataAnalysts •FieldTechs •InstructionalTechnologyAssistants(ITAs) •ITRTs •AssistiveTechnologyCoordinator

Major Accomplishments •Divisionandschool-basedCommunityTechnologyAwarenessEvents •TechnologyLeadershiplearningopportunitiesforadministratorsandteacherleaders •STEMinitiativesupporttoincludetheVDOESharetheSkiesScienceinitiativeandNSTARprogramwith Science •Overthepastseveralyears,considerableprogresshasbeenachieved,suchasimplementingand maintainingahighspeedfiberopticWAN,wirelessLAN’sineverybuilding,laptopsinmobilecartsandin classrooms,andmultiplecentralizedonlineresources •Replacedclassroomdesktopcomputersandnetworkswitchgearaccordingtoourtechnologyrecyclingplan

Significant Challenges •Providingprofessionallearningsupportforteachers,administrators,andstaff •Sustainingandmaintainingsecurityprotocols •Ensuringtechnologystaffareprovidedwithadequatetraining •Meetingemergingtechnologicalneeds •Sustainingconsistent,reliablefunding,andskilled,reliable,innovative,skilledstaff •Maintainandenhancingthecurrentinfrastructure •Addressingandassistingusers



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

5204 DATA COMMUNICATION LINES - - - $ 61,254 $ 61,254 $ - 0.0%


6015 COMPUTER SUPPL/SOFTWARE 804,300 804,000 919,866 922,746 922,746 - 0.0%

6035 COMPUTER SOFTWARE - 19,978 19,887 - - - 0.0%

8200 NEW EQUIPMENT - 50,088 - - - - 0.0%

Total $ 905,365 $ 874,066 $ 939,753 $ 984,000 $ 984,000 $ - 0.0%

FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change



1115 TRAVEL ALLOWANCE 3,951 4,000 - - - - 0.0%

1121 COMP OF TEACHERS 1,230,654 1,223,789 1,245,744 1,247,230 1,251,962 4,732 0.4%

1123 COORDINATOR 46,542 47,008 49,735 49,735 51,488 1,753 3.5%

1130 COMP-PROF SUPV PERSONNEL 162,035 160,776 170,879 237,912 180,297 (57,615) (24.2%)


1141 COMP OF TEACHER ASS'TS 604,752 565,352 607,445 366,735 355,569 (11,166) (3.0%)

1150 COMP OF CLERICAL STAFF 42,061 50,879 19,418 19,418 20,045 627 3.2%

1291 OVERTIME-FLSA - - 2,860 - - - 0.0%

1520 COMP OF SUB TEACHERS - 2,532 - - - - 0.0%

1540 CLERICAL - SUBS/OVERTIME 19,260 - - - - - 0.0%



1998 BONUS - ONE TIME - 49,650 - - - - 0.0%

2100 FICA 233,342 228,600 218,829 203,242 206,044 2,802 1.4%

2210 VRS (PLAN 1 & 2) 310,607 374,293 385,209 356,192 409,553 53,361 15.0%






2800 RETIREE SICK LEAVE PAY - 210 7,065 3,787 3,787 - 0.0%

2812 ROP INCENTIVE 81,906 81,906 43,096 - - - 0.0%



3313 TECHNICAL MAINTENANCE 232,111 322,647 357,516 329,709 521,407 191,698 58.1%

5204 DATA COMMUNICATION LINES 121,570 171,708 145,522 111,876 111,876 - 0.0%

5500 TRAVEL 15,401 18,616 16,167 18,497 28,280 9,783 52.9%

5806 SUBSCRIPTIONS/JOURNALS - 126 - 180 180 - 0.0%

5810 MEMBERSHIPS (PROGRAMS) 1,035 35 - - - - 0.0%


6015 COMPUTER SUPPL/SOFTWARE 209,904 137,000 42,722 25,439 20,022 (5,417) (21.3%)

6024 TECHNOLOGY SUPPLIES 485,899 71,451 254,941 22,332 68,000 45,668 204.5%

6035 COMPUTER SOFTWARE 108,428 69,600 45,575 25,209 10,000 (15,209) (60.3%)

6500 DONATIONS-SPECIAL PROGRAM - - - 5,325 5,325 - 0.0%

8200 NEW EQUIPMENT 205,719 - - - - - 0.0%


Total $ 5,847,291 $ 5,192,254 $ 5,134,935 $ 4,490,070 $ 4,933,622 $ 443,552 9.9%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 6810 - Technology Classroom

Expenditure Trends by Function and Object - 6820 - Technology Instructional Support



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

1110 COMP OF DIRECTORS $ 95,781 $ 97,929 - $ 102,110 $ 90,944 $ (11,166) (10.9%)

1130 COMP-PROF SUPV PERSONNEL 306,503 279,515 282,365 238,842 244,941 6,099 2.6%



1291 OVERTIME-FLSA - - 1,181 - - - 0.0%

1610 SUPPLEMENTAL PAY 1,148 1,323 269 2,000 2,000 - 0.0%

2100 FICA 40,254 39,093 32,482 37,716 37,719 3 0.0%

2210 VRS (PLAN 1 & 2) 52,562 63,479 56,949 64,434 73,052 8,618 13.4%



2303 RETIREE PRESCRI DRUG PROG - 1,058 5,110 5,337 8,611 3,274 61.3%






2800 RETIREE SICK LEAVE PAY 9,761 4,361 - - - - 0.0%


2811 MAKE WHOLE PROVISION - 1,063 - - - - 0.0%


3001 PROFESSIONAL IMPROVEMENT 786 30,457 32,967 23,409 15,000 (8,409) (35.9%)


3330 D P SOFTWARE SUPPORT 67,912 41,149 55,754 65,473 45,000 (20,473) (31.3%)

5203 TELEPHONE 3,289 3,965 4,471 4,968 4,968 - 0.0%

5500 TRAVEL 940 980 533 814 814 - 0.0%

6001 OFFICE SUPPLIES 3,209 3,183 2,341 2,576 2,576 - 0.0%

6035 COMPUTER SOFTWARE - - 110 1,610 1,610 - 0.0%

6036 COMPUTER SUPPLIES 5,503 6,382 7,766 2,875 7,700 4,825 167.8%

8200 NEW EQUIPMENT 10,163 - - - - - 0.0%

Total $ 957,356 $ 965,311 $ 902,103 $ 998,232 $ 946,052 $ (52,180) (5.2%)

FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

1140 COMP-TECHNICAL PERSONNEL $ 132,877 $ 136,905 $ 147,977 $ 148,746 $ 152,596 $ 3,850 2.6%

2100 FICA 9,860 10,138 11,000 11,086 11,378 292 2.6%

2210 VRS (PLAN 1 & 2) 12,663 16,333 18,897 18,995 22,126 3,131 16.5%


2310 DENTAL INSURANCE 715 883 1,016 822 822 - 0.0%




Total $ 168,080 $ 176,662 $ 194,879 $ 196,902 $ 207,052 $ 10,150 5.2%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 6830 - Technology Administration

Expenditure Trends by Function and Object - 6850 - Technology Transportation



FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

1161 COMP OF MAINT EMPLOYEES $ 70,432 $ 72,149 $ 74,953 $ 75,878 $ 77,804 $ 1,926 2.5%

2100 FICA 4,849 4,961 5,167 5,261 5,403 142 2.7%

2210 VRS (PLAN 1 & 2) 9,389 9,618 6,244 7,732 6,357 (1,375) (17.8%)


2310 DENTAL INSURANCE 858 1,060 1,220 986 986 - 0.0%

2400 GROUP LIFE INSURANCE 197 202 892 903 1,027 124 13.7%


Total $ 96,556 $ 99,298 $ 102,270 $ 105,745 $ 107,134 $ 1,389 1.3%

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 6860 - Technology Maintenance

Salaries 49.8%

Benefits 22.2%


Other Charges

2.9% Materials & Supplies

14.5%

Technology



Capital and Debt Analysis

Annuallythedivisiondevelopsalistofproposedcapitalexpenditures.Simultaneously,theFinancestaffcalculatestherelateddebtservicecoststhatwouldbeincurrediftheseprojectsareapproved.Inthiscalculation,abondis-suancerateof3%isutilized.Withthedownturnintheeconomyin2009,theschooldivisionhasmadeaconcertedefforttodefercapitalprojects,likereplacementofbuses,technologypurchases,andcapitalmaintenanceprojectsduetotheoperatingbudgetimpact.Forexample,infiscalyear2014,theSchoolBoarddeferredabout$2millioninbusreplacements,whichsavedapproximately$200,000indebtservicecosts.Thus,thedivisionhasdeterminedthatforevery$1millionofcapitalinvestments,theoperatingbudgetimpactisapproximately$100,000.

Finally,duetotheretirementofdebtcoupledwithintentionalbehaviorstoreduceoperatingcosts(debtservice),fromfiscalyear2013throughfiscalyear2015,debtservicedeclinedbyapproximately$5.6millionlesstherefinancingofbonds.Thesesavingswereusedtofundmandatoryemployeebenefitincreasesandemployeepayraises.

Note: Fiscal Years 2011 - 2013 are calculated with actual expenditures and End-of-Year ADM for determining Cost Per Pupil on Table 15 of the Superintendent's Annual Report. Fiscal years 2014 and 2015 are calculated with anticipated fiscal year expenditures and estimated ADM.

Debt Service Per Pupil Cost by Fiscal Year

$-

$200

$400

$600

$800

$1,000

$1,200

$1,400

FY 11 FY 12 FY 13 FY 14 FY 15

$1,353 $1,287 $1,220 $1,105

$980



Other Charges0.1%

Debt Services99.9%

Debt Service

FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change

5800 MISCELLANEOUS $ 334,614 $ 20,161 $ 21,350 $ 32,000 $ 32,000 $ - 0.0%

9101 PRINCIPAL - BONDS 19,569,517 20,323,044 19,731,249 17,918,376 15,714,212 (2,204,164) (12.3%)

9102 PRINCIPAL-LITERARY LOANS 921,740 660,422 - - - - 0.0%

9103 BOND REFINANCE DEBT SERV - - 44,236,694 - - - 0.0%

9201 INTEREST - BONDS 9,348,637 9,212,452 8,410,066 7,631,972 7,151,392 (480,580) (6.3%)

9202 INTEREST-LITERARY LOANS 265,362 237,710 - - - - 0.0%

9203 VSPA BOND CREDIT 1,517,419 - - - - - 0.0%

Total $ 31,957,290 $ 30,453,789 $ 72,399,359 $ 25,582,348 $ 22,897,604 $ (2,684,744) (10.5%)

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 7100 - Debt Service



Bond Issues* Principal Interest Total

GO98 451,655$ 33,326$ 484,981$ VPSA94A 122,822$ 7,967$ 130,789$ VPSA95C 97,978$ 3,711$ 101,689$ VPSA96A 330,000$ 12,719$ 342,719$ VPSA96B 690,000$ 24,035$ 714,035$ VPSA97A 1,640,000$ 84,201$ 1,724,201$ VPSA97B 1,917,276$ 111,791$ 2,029,067$ VPSA98A 3,350,000$ 186,679$ 3,536,679$ VPSA98B 2,175,000$ 120,930$ 2,295,930$ VPSA98C IRSP 1,189,701$ 65,859$ 1,255,560$ VPSA99A 540,000$ 29,672$ 569,672$ VPSA00A 2,600,000$ 156,100$ 2,756,100$ VPSA01A 3,785,000$ 205,148$ 3,990,148$ VPSA01B 3,200,000$ 87,800$ 3,287,800$ VPSA02A 7,380,000$ 397,290$ 7,777,290$ VPSA02B 4,950,000$ 260,975$ 5,210,975$ IDA03B -$ 438,528$ 438,528$ GO 04A 4,935,000$ 306,950$ 5,241,950$ IDA04 -$ 508,320$ 508,320$ IDA05 26,985,000$ 1,283,181$ 28,268,181$ GO 06 11,165,000$ 646,206$ 11,811,206$ GO 07 20,650,000$ 1,114,875$ 21,764,875$ QSCB 2,015,000$ 139,653$ 2,154,653$ GO 11 3,129,937$ 122,729$ 3,252,666$ EDA 12 30,910,000$ 1,279,025$ 32,189,025$ GO 12 5,825,000$ 149,300$ 5,974,300$ EDA13 11,689,000$ 146,685$ 11,835,685$ GO13 10,906,203$ 251,644$ 11,157,847$

162,629,572$ 8,175,297$ 170,804,869$

*Bond issues are listed as VPSA, those bonds issued by the Virginia Public School Authority.GO, IDA and EDA are those bonds issued through the county government as General Obligation Bonds,Industrial Development Authority and Economic Development Authority, respectively. QSCB for Qualified School Construction Bonds, issued through the federal government.

Summary of Outstanding Balances for Long-Term Debt Obligationsas of June 30, 2014

Total



SPOTSYLVANIA COUNTY SCHOOL BOARDCONFIRMATION OF BONDS OUTSTANDING

AS OF JUNE 30, 2014

VPSA/IDA/EDA

LOANS: TITLE ISSUE DATEMATURITY

DATE

ANNUAL INTEREST RATE %

RATES: VARIABLE OR FIXED

ORIGINAL PRINCIPAL

AMOUNT

ANNUAL PRINCIPAL

RETIRED

PRINCIPAL AMOUNT

OUTSTANDING

1 GO98 5/1/98 7/1/14 3.80 - 5.50 VARIABLE $21,683,825 $429,730 $451,655

2 VPSA94A 11/22/94 7/15/14 6.10 - 6.60 VARIABLE $1,926,936 $118,605 $122,822

3 VPSA95C 12/21/95 7/15/15 5.10 - 6.10 VARIABLE $838,515 $47,541 $97,978

4 VPSA96A 5/2/96 7/15/16 4.60 - 5.80 VARIABLE $2,200,000 $110,000 $330,000

5 VPSA96B 7/1/97 7/1/16 5.10 - 6.10 VARIABLE $4,620,000 $230,000 $690,000

6 VPSA97A 11/1/97 7/1/17 4.35 - 5.23 VARIABLE $8,940,000 $410,000 $1,640,000

7 VPSA97B 11/1/97 7/1/17 4.35 - 5.23 VARIABLE $8,422,232 $455,710 $1,917,276

8 VPSA98A 4/1/98 7/1/18 4.10 - 5.35 VARIABLE $14,975,000 $670,000 $3,350,000

9 VPSA98B 11/1/98 7/1/18 4.35 - 5.10 VARIABLE $10,795,000 $435,000 $2,175,000

10 VPSA98C IRSP 11/1/98 7/1/18 3.60 - 5.10 VARIABLE $4,345,729 $225,391 $1,189,701

11 VPSA99A 4/1/99 7/1/19 4.35 - 5.23 VARIABLE $3,570,000 $95,000 $540,000

12 VPSA00A 5/1/00 7/1/20 4.35 - 5.23 VARIABLE $7,740,000 $375,000 $2,600,000

13 VPSA01A 5/1/01 7/1/21 4.10 - 5.60 VARIABLE $10,170,000 $475,000 $3,785,000

14 VPSA01B 11/1/01 7/1/21 3.10 - 5.35 VARIABLE $9,500,000 $400,000 $3,200,000

15 VPSA02A 5/1/02 7/1/22 3.60 - 5.60 VARIABLE $17,315,000 $820,000 $7,380,000

16 VPSA02B 11/1/02 7/1/23 2.35 - 5.10 VARIABLE $11,885,000 $550,000 $4,950,000

17 IDA03B 10/1/03 7/1/29 2.00 - 5.00 VARIABLE $26,300,000 $18,725,000 $0

18 GO 04A 9/1/04 7/1/17 2.00 - 5.00 VARIABLE $14,915,000 $1,505,000 $4,935,000

19 IDA04 10/1/04 7/1/30 3.00 - 4.38 VARIABLE $17,505,000 $11,840,000 $0

20 IDA05 6/30/05 7/1/31 3.25 - 5.00 VARIABLE $37,855,000 $1,045,000 $26,985,000

21 GO 06 7/15/07 7/15/27 3.73 - 5.00 VARIABLE $23,665,000 $2,045,000 $11,165,000

22 GO 07 6/21/07 1/15/27 4.25 - 5.00 VARIABLE $41,110,000 $3,405,000 $20,650,000

23 QSCB 6/23/10 6/1/27 5.31 FIXED $2,630,000 $155,000 $2,015,000

24 GO 11 7/27/11 1/15/31 3.00 - 4.00 VARIABLE $3,975,956 $246,840 $3,129,937

25 EDA 12 7/18/12 6/1/29 2.00-5.00% VARIABLE $33,785,000 $1,530,000 30,910,000

26 GO 12 7/26/12 6/1/23 2.00 - 3.00% VARIABLE $7,210,000 $675,000 $5,825,000

27 EDA 13 8/1/13 6/1/30 2.61% VARIABLE $11,695,000 $6,000 $11,689,000

28 GO 13 8/1/13 6/1/33 2.55% VARIABLE $11,802,716 $896,513 $10,906,203TOTAL: $371,375,909 $47,921,330 $162,629,572



Debt Capacity

Asapartofthebondissuanceprocess,theCountyisexaminedbyvariousbond-ratingagencies.Asaresultofthisprocess,theCounty’scurrentgeneralobligationratingsare:

•StandardandPoor’sAA+ •Moody’sInvestorsServiceAa2 •FitchRatingsAA+

TheCommonwealthofVirginiaimposesnolegaldebtlimitationoncounties.Thelimitofindebtednessfortheschooldivisionisdependentuponthecountygovernment’spoliciesandregulationssincetheschooldivisionisacomponentunitofthecounty.Basedonthecountygovernment’sfiscalguidelines,debtcapacityisdeterminedthroughuseofthreeindicators:debtasapercentageofassessedvalue,debtasapercentageofoperatingrevenues,andthepercentageofoutstandingtax-supporteddebtpaidoverthenext10years.

AlthoughthereisnolegallimitinVirginiaonthelevelofgeneralobligationdebtissuedbycounties,SpotsylvaniaCounty’sfinancialpoliciesincludethefollowingdebtguidelines:

•Netdebtasapercentageofestimatedmarketvaluetaxableshouldnotexceed3%-4%(estimatedat1.99% forFY2014). •Theratioofdebtserviceexpendituresasapercentofgovernmentalfundexpendituresshouldnotexceed 10%-12%(estimatedat10.20%forFY2014). •TheCountyintendstomaintainits10yeartax-supporteddebtandleasepayoutratioatorabove60%atthe endofeachadoptedCIP.Thepayoutratioshallbenolessthan55%inanyoneyearduringthatperiod. (estimatedat70.88%forFY2014).

AsofJune30,2014,theCounty’snettax-supportedoutstandingdebtisexpectedtobe$271.6million.Ofthisoutstandingdebt,theportionpertainingtoSchools’capitalprojectsis$162.6million,or59.9percent.ThemajorityoftheoutstandingdebtisgeneralobligationbondswhicharesecuredbySpotsylvaniaCounty’sfullfaithandcredit.

Insummary,theCountyiswellwithinthelimitsadoptedbytheBoardofSupervisors.ByStatelaw,anyissuanceofdebttofundschoolprojectsrequirestheapprovaloftheBoardofSupervisors.



Student Support Services

Description/MissionTheOfficeofStudentSupportServicesprovidesoversightforallSpotsylvaniaCountyPublicSchools’programsforstudentswithdisabilities.TheIndividualswithDisabilitiesEducationImprovementAct(IDEIA)mandatesthatallstudentswithdisabilitiesbeaffordedafree,appropriate,publiceducation.Additionally,oversightisprovidedtotheschoolsfortheircompliancewiththeAmericanswithDisabilitiesActandtheRehabilitationAct(Section504).

Critical Functions/ActivitiesEachschoolinSpotsylvaniaCountyfollowsrequiredproceduresforscreening,evaluating,identifyingandprovidingspecialeducationservicesforstudentswithdisabilities.TheOfficeofStudentSupportServicesassistsschoolsinthisprocessinavarietyofways.Schoolsocialworkersconductsocio-culturalevaluations,schoolpsychologistsconductpsychologicalevaluations,andspecialistsandadministratorsprovidetechnicalassistanceforcompliancewithfederal,state,andlocalpolicyandprocedures.Afullcontinuumofplacementoptionsisprovidedwithanemphasisonleastrestrictiveenvironments.Studentswithdisabilitiesareeducatedininclusiveclassroomsasmuchaspossibletoensureappropriateaccesstogeneraleducationcontentandteacherexpertise.

Major AccomplishmentsOnemajoraccomplishmentofTheOfficeofStudentSupportServicesinthelastfiveyearshasbeenthecreationofapublictherapeuticdayschoolwithinourschoolsystemforstudentswithemotionaldisabilities.CourthouseAcademyisinitsfifthyearandhasprovidedqualityservicesinthecommunityratherthanthecountyhavingtoprovidecostlyprivateandresidentialschoolplacementsforcertainstudents.Currentlythereare22studentsreceivingservicesinthisprogram.ExtendingthesuccessofCourthouseAcademy,SpecialServicescreatedGatewayAcademythatopenedinAugust2008.Gatewayisapublictherapeuticdayschoolforstudentswithsevereautism.Gatewaycurrentlyservices26students.Theon-goingchallengefortheschoolsystemwillbetocontinuetoprovideeffective,qualityeducationservicestoallchildrenontheautismspectrum.Asadivision,wecurrentlyhave291studentseligiblewithautismasaprimarydisability.

Significant ChallengesThe OfficeofStudentSupportServicessupportstheschoolsastheyprovidequalityinstructionforstudentswithdisabilitieswithingeneraleducationandspecialeducationenvironments.Greaterandgreateremphasisisbeingplacedoninstructionalmethodsthatenablestudentstoachievethecontentstandards.Thechallengecontinuestobefindingwaystoclosetheachievementgapbetweenstudentswithdisabilitiesandnondisabledpeers.Thethree-yeartrendseeninSOLscoresofstudentswithdisabilitiesinmanysubjectsiscommendableandasustainedgrowthtrendisthegoal.

Fiscally,thespecialeducationbudgethasincreasedbyapproximately$1.2millionor3.6%fromFY2014$33.5milliontoFY2015$34.7million.



Courthouse Academy

Description/Major ActivitiesCourthouseAcademyisapublicdayschoolandpartofSpotsylvaniaCountyPublicSchools.CourthouseAcademyservesstudentswithsignificantmentalhealthissueswhorequirespecializededucationalprogrammingasoutlinedintheireducationprogram.Themajoractivitiesareasfollows:

•Specialeducationcasemanagementservices •Individualizedacademicinstruction •Formalsocialskillscurriculum •FormalCrisisInterventionProgram •Avarietyofregularlyscheduledextendedtherapies •Counselingasarelatedservice •Allrelatedservicesasoutlinedonstudent’sIEP •Socialworkservices •Collaborationwithstudent’shomeschool •Coordinationwithoutpatientandcommunitysupportsystems

Major AccomplishmentsCourthouseAcademyhashelpedmanystudentsreturnsuccessfullytotheirhomeschools.

Significant ChallengesTocontinuetoprovidetheservicestosupportstaff,students,andtheirfamiliesthatwillenablethemtopromotesuccessandadjustmenttofunctioninaneverydayenvironment.



Gateway Academy

Description/Major ActivitiesGatewayAcademyisapublicdayschoolservingstudentswhorequireintensiveandindividualizedsupportstoachievesuccessinschoolduetoseriouscommunication,socialandbehavioralneeds.Specialeducationteachersworktogetherusingresearch-basedstrategiestoaddressstudentneeds.Stafffacilitatesstudentprogressacademicallyandsociallyaswellasthefollowingactivities:

•Specialeducationcasemanagementservices •IndividualizedacademicinstructionasdeterminedbytheirIEPPlan •Formalsocialskillscurriculum •IndividualstudentworkareasandphysicalclassroomstructurefollowingTEACCHModel •FloortimeSupport •Sensoryactivities •FormalCrisisInterventionProgram •Avarietyofregularlyscheduledextendedtherapies •Counselingasarelatedservice •Socialworkservices •Collaborationwithstudent’shomeschool •Coordinationwithoutpatientandcommunitysupportsystems

Major AccomplishmentsWiththeincreaseinthenumberofstudentsidentifiedwith“autism”andthesuccessfulcreationandoperationofCourthouseAcademy,theschooldivisionopenedGatewayAcademyinthefallof2008.

Significant ChallengesTocontinuetoprovidetheservicestosupportstaff,students,andtheirfamiliesthatwillenablethemtopromotesuccessandadjustmenttofunctioninaneverydayenvironment.



FY11 FY12 FY13 FY14 FY15 $ %Function/Generic Object Actual Actual Actual Adopted Adopted Variance Change

FY11 FY12 FY13 Budget Budget $ %

1100 CLASSROOM INSTRUCTION Actual Actual Actual Adopted Budget


1000 SALARIES/WAGES $ 17,548,280 $ 17,353,963 $ 18,190,524 $ 18,913,750 $ 19,300,268 $ 386,518 2.0%

2000 EMPLOYEE BENEFITS 5,520,732 6,053,875 7,230,400 7,606,431 8,359,782 753,351 9.9%Personnel Related $ 23,069,012 $ 23,407,838 $ 25,420,924 $ 26,520,181 $ 27,660,050 $ 1,139,869 4.3%

3000 PURCHASED SERVICES $ 352,423 $ 570,366 $ 588,254 $ 814,047 $ 795,383 $ (18,664) (2.3%)

5000 OTHER CHARGES 27,347 29,700 25,736 30,201 31,233 1,032 3.4%


8000 CAPITAL OUTLAY 56,246 - - - - - 0.0%Non-Personnel Related $ 987,754 $ 863,697 $ 736,702 $ 991,909 $ 953,818 $ (38,091) (3.8%)

Total for Function $ 24,056,765 $ 24,271,535 $ 26,157,625 $ 27,512,090 $ 28,613,868 $ 1,101,778 4.0%

1220 SCHOOL SOCIAL WORKERS SVC Actual Actual Actual Adopted Budget

Adopted Budget

Variance Change

1000 SALARIES/WAGES $ 557,290 $ 637,941 $ 644,693 $ 670,888 $ 667,099 $ (3,789) (0.6%)

2000 EMPLOYEE BENEFITS 169,620 217,770 258,965 277,156 282,794 5,638 2.0%Personnel Related $ 726,911 $ 855,711 $ 903,658 $ 948,044 $ 949,893 $ 1,849 0.2%

3000 PURCHASED SERVICES - $ 12,194 $ 97,839 $ 40,600 $ 40,600 $ - 0.0%

5000 OTHER CHARGES 6,535 7,184 5,929 8,999 8,468 (531) (5.9%)

6000 MATERIALS & SUPPLIES 906 775 994 994 1,525 531 53.4%Non-Personnel Related $ 7,441 $ 20,153 $ 104,762 $ 50,593 $ 50,593 $ - 0.0%

Total for Function $ 734,352 $ 875,864 $ 1,008,420 $ 998,637 $ 1,000,486 $ 1,849 0.2%

1230 HOMEBOUND INSTRUCTION Actual Actual Actual Adopted Budget

Adopted Budget

Variance Change

1000 SALARIES/WAGES $ 67,376 $ 70,944 $ 75,059 $ 75,059 $ 40,998 $ (34,061) (45.4%)

2000 EMPLOYEE BENEFITS 17,635 19,728 23,010 23,206 21,731 (1,475) (6.4%)Personnel Related $ 85,011 $ 90,672 $ 98,069 $ 98,265 $ 62,729 $ (35,536) (36.2%)

Total for Function $ 85,011 $ 90,672 $ 98,069 $ 98,265 $ 62,729 $ (35,536) (36.2%)

1310 IMPROVEMT OF INSTRUCTION Actual Actual Actual Adopted Budget

Adopted Budget

Variance Change

1000 SALARIES/WAGES $ 766,581 $ 670,087 $ 684,880 $ 686,455 $ 726,321 $ 39,866 5.8%


3000 PURCHASED SERVICES $ 1,051,114 $ 1,022,724 $ 1,215,206 $ 1,428,729 $ 1,430,289 $ 1,560 0.1%

5000 OTHER CHARGES 10,772 10,965 11,486 15,873 15,729 (144) (0.9%)

6000 MATERIALS & SUPPLIES 46,436 13,679 11,535 15,750 16,299 549 3.5%Non-Personnel Related $ 1,108,322 $ 1,047,368 $ 1,238,227 $ 1,460,352 $ 1,462,317 $ 1,965 0.1%

Total for Function $ 2,085,586 $ 1,916,441 $ 2,135,574 $ 2,387,044 $ 2,453,168 $ 66,124 2.8%

Expenditure Trends by Function - Operating Budget - Special Education




FY11 FY12 FY13 Budget Budget $ %1410 OFFICE OF THE PRINCIPAL Actual Actual Actual Adopted

BudgetAdopted Budget Variance Change

1000 SALARIES/WAGES $ 89,711 $ 113,506 $ 116,551 $ 119,994 $ 126,941 $ 6,947 5.8%



2220 HEALTH SERVICES Actual Actual Actual Adopted Budget

Adopted Budget

Variance Change

1000 SALARIES/WAGES $ 573,639 $ 592,968 $ 550,404 $ 573,195 $ 560,420 $ (12,775) (2.2%)

2000 EMPLOYEE BENEFITS 153,378 170,318 156,056 179,764 192,812 13,048 7.3%Personnel Related $ 727,017 $ 763,286 $ 706,460 $ 752,959 $ 753,232 $ 273 0.0%

3000 PURCHASED SERVICES $ 155,668 $ 217,370 $ 463,130 $ 532,152 $ 532,152 $ - 0.0%

5000 OTHER CHARGES 10,270 12,461 9,719 10,769 10,769 - 0.0%Non-Personnel Related $ 165,939 $ 229,831 $ 472,849 $ 542,921 $ 542,921 $ - 0.0%

Total for Function $ 892,956 $ 993,117 $ 1,179,308 $ 1,295,880 $ 1,296,153 $ 273 0.0%

2230 PSYCHOLOGICAL SERVICES Actual Actual Actual Adopted Budget

Adopted Budget

Variance Change

1000 SALARIES/WAGES $ 551,442 $ 572,111 $ 598,003 $ 597,808 $ 616,350 $ 18,542 3.1%


3000 PURCHASED SERVICES $ 4,875 - - $ 1,460 $ 1,460 $ - 0.0%

5000 OTHER CHARGES 7,555 9,730 7,156 10,681 10,681 - 0.0%

6000 MATERIALS & SUPPLIES 253 23,908 21,888 22,000 22,500 500 2.3%Non-Personnel Related $ 12,683 $ 33,638 $ 29,044 $ 34,141 $ 34,641 $ 500 1.5%


3100 TRANSP - MGMT & DIRECTION Actual Actual Actual Adopted Budget

Adopted Budget

Variance Change

1000 SALARIES/WAGES $ 96,534 $ 129,269 $ 94,793 $ 94,886 $ 96,672 $ 1,786 1.9%







FY11 FY12 FY13 Budget Budget $ %6820 TECHNOLOGY -INSTRUCT. SUP Actual Actual Actual Adopted


Variance Change

1000 SALARIES/WAGES $ 46,542 $ 47,008 $ 49,735 $ 49,735 $ 51,488 $ 1,753 3.5%

2000 EMPLOYEE BENEFITS 19,532 21,359 24,122 26,175 24,354 (1,821) (7.0%)Personnel Related $ 66,074 $ 68,367 $ 73,857 $ 75,910 $ 75,842 $ (68) (0.1%)


8000 CAPITAL OUTLAY 33,885 - - - - - 0.0%Non-Personnel Related $ 104,942 $ - $ - $ - $ - $ - 0.0%

Total for Function $ 171,016 $ 68,367 $ 73,857 $ 75,910 $ 75,842 $ (68) (0.1%)

Total for Program $ 28,970,090 $ 29,301,449 $ 31,744,597 $ 33,475,113 $ 34,681,892 $ 1,206,779 3.6%

Special Education Summary2011 2012 2013 FY14 FY15 $ %

Function/Generic Object Actual Actual Actual Adopted Adopted Variance ChangeBudget Budget

1000 SALARIES/WAGES $ 20,297,395 $ 20,187,798 $ 21,004,642 $ 21,781,770 $ 22,186,557 $ 404,787 1.9%

2000 EMPLOYEE BENEFITS 6,285,614 6,918,964 8,158,372 8,613,427 9,451,045 837,618 9.7%

Personnel Related $ 26,583,009 $ 27,106,762 $ 29,163,014 $ 30,395,197 $ 31,637,602 $ 1,242,405 4.1%

3000 PURCHASED SERVICES $ 1,564,081 $ 1,822,654 $ 2,364,429 $ 2,816,988 $ 2,799,884 $ (17,104) (0.6%)

5000 OTHER CHARGES 62,479 70,039 60,026 76,523 76,880 357 0.5%


8000 CAPITAL OUTLAY 90,131 - - - - - 0.0%

Non-Personnel Related $ 2,387,081 $ 2,194,686 $ 2,581,583 $ 3,079,916 $ 3,044,290 $ (35,626) (1.2%)

Total for Program $ 28,970,090 $ 29,301,449 $ 31,744,597 $ 33,475,113 $ 34,681,892 $ 1,206,779 3.6%




FY11 FY12 FY13 FY14 FY15 %

ObjectActual Actual Actual Adopted


Variance Change

1110 COMP OF DIRECTORS 1.0000 1.0000 1.0000 1.0000 1.0000 - 0.0000

1117 SPECIALISTS 1.0000 1.0000 - - - - 0.0000

1121 COMP OF TEACHERS 251.0000 253.0000 253.0000 257.0000 256.0000 -1.0000 -0.0039

1123 COORDINATOR 8.0000 9.0000 9.0000 8.0000 8.0000 - 0.0000

1124 COMP OF INST SUPERVISORS 1.0000 1.0000 - - 1.0000 1.0000 0.0000

1132 COMP OF PSYCHOLOGISTS 10.0000 10.0000 10.0000 9.0000 9.0000 - 0.0000

1134 COMP OF SOCIAL WORKERS 10.5000 10.5000 12.5000 12.0000 12.0000 - 0.0000

1139 COMP OF THERAPISTS 11.3000 11.3000 11.3000 8.4000 8.4000 - 0.0000

1141 COMP OF TEACHER ASS'TS 175.0500 179.0500 178.0500 176.0500 176.0500 - 0.0000

1147 EDUCATIONAL DIAGNOSTICIAN 2.0000 2.0000 2.0000 2.0000 2.0000 - 0.0000

1150 COMP OF CLERICAL STAFF 6.9000 6.0500 7.0500 7.0500 7.0500 - 0.0000

Grand Total 477.7500 483.9000 483.9000 480.5000 480.5000 - 0.0000

FTE Trends by Object - Operating Budget - Special Education (Programs 200-299)



School-based Allocation Budgets

SchoolbasedallocationisthefundingmethodologyusedbySpotsylvaniaCountyPublicSchoolstoallocatefundingtoSchoolsfornon-compensationitems.Thisfundingmethodologyisprimarilybasedonperpupilallocationsandflatbaseamountsperschools.Thelargestareaoftheschool-basedallocationformulaisfundingformaterialsandsupplies(i.e.,instructionalsupplies,librarysupplies,officesupplies,remedialsupplies,computersupplies,supplementalmaterials,medicalsupplies,giftedandtalentedsupplies,andschoolsupportsupplies).Fundingformaterialsandsuppliesandpurchasedservicesareallocatedtoschoolsbasedonaperpupilallocation(i.e.,studentenrollment).

Theschoolbasedallocationbudgetlinesareallocatedbasedonaflatrateperschool.Thesebudgetlinesincludeathletictrainersupplies,band,chorus,telephone,etc.Professionaldevelopmentfundingisallocatedtoschoolsbasedonstaffing.Theschoolbasedallocationformulaappearsfairandconsistentwithsoundbudgetingpractices.SeveralcomponentsoftheformulawerelastrevisedinFY2009andtheinstructionalsuppliesformulawasrevisedinFY2012increasingfrom$25.01to$30.50perstudentbasedonenrollment.InFY2015schoolbasedallocationswerereducedby10%asabudgetreductionstrategy.

Throughoutthissection,theDebtServicesexpenditurecatagoryactuallyrepresentsHoldbackFunds.



Battlefield Elementary School Principal – Susan C. Fines

Organization/Program Description

BattlefieldElementarySchoolhasastudentpopulationof637inkindergartenthroughfifthgrade.Ourinstructionalstaffincludesthirtyregulareducationteachers,fourspecialareateachers,threespecialeducationteachers,oneTitleOneteacher,sixparaeducators,onepart-timeinstructionaltechnologyassistant,andonepart-timeinstructionaltech-nologyresourceteacher.BattlefieldElementarywasdesignedasan“openschool”butfunctionsrathertraditionally.Theopenspaceencouragesarespectfulandcooperativespirit.Specialattentionisgiventoplanningandcollabora-tionamonggradelevelteams.Severalprogramsareinplacetohelpsupportourlearners.Classesinclude:Learn-ingDisabilities,EnglishSpeakersofOtherLanguages,TitleI,StandardsofLearningRemediation,Speech,andGiftedEducation.Ourschoolcelebratesadiversestudentpopulation.TheHispanicandBlackpopulationmakeupabout46%ofthestudentbody.OurmissionatBattlefieldElementarySchoolistosethighstandardsandclearexpectationsasthefoundationforpreparingeachchildtobecomealife-longlearnerandresponsible,productivememberofsoci-ety.Wewillworkwithfamiliesandthecommunitytocreateasafe,positive,andsupportiveatmosphereforlearning.TheSchoolImprovementPlanwasdevelopedbystaff,parents,andcommunitymembers.Itoutlinesmeasurableschoolwidegoalsbasedonstudentperformancedata.

Budget & Program Priorities

Ourteacherssethighstandardswithinapositive,supportiveenvironmentinanefforttoensuresuccessforallstu-dents.Aschoolpriorityistostructureprofessionaldevelopmenttomeettheneedsofadiversepopulation.Ourfocusremainsonimplementingdifferentiatedstrategiestoincreasestudentliteracy.Allteamsdedicateprofessionallearningtimetostudyingcurrentresearchabouteffectiveteachingpractice.Eachmonthteachersmeetacrossgradelevelstohaveprofessionalconversationsabouteffectiveteachingstrategies.Gradelevelteamsmeetfrequentlytoreviewdata,discussstudentprogress,andsetadultlearninggoalsdesignedtoincreasestudentsuccess.InFY2015,teacherswillbestrivingtohelpeverylearnerreadatourabovetheirgradelevel.Embeddedpracticesthathaveresultedfromourcollaborationinclude:increasedindependentreadingtime,guidedreadingandwritinginstruc-tion,co-teachinginaninclusionsetting,differentiation,usingassessmentstoguideinstruction,andremediationandenrichmentbasedonstudentperformance.



Expenditure Trends by School - Operating Budget

FY11 FY12 FY13 FY14 FY15 $Variance

%Change

Object / ProgramActual Actual Actual Adopted

BudgetAdoptedBudget

PURCHASED SERVICES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 5,976 6,884 5,081 10,992 11,292 300 2.73%

Total 5,976 6,884 5,081 10,992 11,292 300 2.73%

OTHER CHARGES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 3,791 3,753 4,674 5,334 5,334 - -

Total 3,791 3,753 4,674 5,334 5,334 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 59,593 62,486 52,982 34,750 41,260 6,510 18.73%200 SPECIAL EDUCATION 1,566 1,343 462 - 438 438 -400 GIFTED AND TALENTED ED 1,051 1,004 996 998 998 - -

Total 62,211 64,834 54,440 35,748 42,696 6,948 19.44%

DEBT SERVICES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL - - - 13,019 - (13,019) -100.00%

Total - - - 13,019 - (13,019) -100.00%

100 LOCAL 69,360 73,124 62,736 64,095 57,886 (6,209) -9.7%200 SPECIAL EDUCATION 1,566 1,343 462 - 438 438 -400 GIFTED AND TALENTED ED 1,051 1,004 996 998 998 - -

Total 71,977 75,471 64,194 65,093 59,322 (5,771) -8.9%

BATTLEFIELD ELEMENTARY



.

Berkeley Elementary School Principal – Robin Monroe


BerkeleyElementarySchoolserves305studentsinkindergartenthroughfifthgrade.TheschoolislocatedinthesoutheasterncornerofSpotsylvaniaCountyandservesaruralsectionofthecounty.Wecurrentlyhave16regulareducationclassroomsandofferassistancethroughspecialeducationservicesandreadingresource.WealsohavetheopportunitytoofferTitleIservicesbasedonthenearly50%ofstudentseligibletoreceivefreeorreducedlunch.ThepopulationofBerkeleyElementarySchooliscomprisedof85%Caucasian,12%AfricanAmerican,and3%other(includingmulti-race)students.Thebuildingisalmostexactly50/50boystogirls.Westrivetocreateaschoolwhereexcited,activelearnerscanandwillsucceedinasafeworkingenvironment.HereatBerkeley,studentachievementisourprimaryfocus.


Thereareseveralprogramprioritieswearefocusedoninthe2014-2015schoolyear.Oneofwhichisanextensivepreschooloutreachprogram.Amajorityofourstudentsdonotattendanyformofpreschoolandarrivetoschool,as5yearolds,unprepared.Professionaldevelopmentforthenextcomingyearswillfocusonhistoryinstructionaswellasreading/writinginstructioninallgradelevels.Wehopetofindthefundingtooffersubstitutesforclassroomteach-erstoallowthemtimetodigintotheSOL/benchmarktestingdata.Weareanxioustopinpointinstructional/academicareaswhichneedfocusingonfortheupcoming2015schoolyear.Atthatpointwewillbeabletobetteradjustthein-servicescheduletofitourneeds.





%Change


BudgetAdoptedBudget

PURCHASED SERVICES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 1,552 1,915 3,128 2,813 3,921 1,108 39.39%

Total 1,552 1,915 3,128 2,813 3,921 1,108 39.39%

OTHER CHARGES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 8,030 7,744 6,525 8,790 7,982 (808) -9.19%

Total 8,030 7,744 6,525 8,790 7,982 (808) -9.19%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 32,135 33,036 29,675 18,908 22,785 3,877 20.50%200 SPECIAL EDUCATION 1,477 1,503 391 - 295 295 -400 GIFTED AND TALENTED ED 503 488 496 496 496 - -

Total 34,115 35,027 30,562 19,404 23,576 4,172 21.50%


Total - - - 7,752 - (7,752) -100.00%

100 LOCAL 41,717 42,695 39,328 38,263 34,688 (3,575) -9.3%200 SPECIAL EDUCATION 1,477 1,503 391 - 295 295 -400 GIFTED AND TALENTED ED 503 488 496 496 496 - -

Total 43,697 44,686 40,215 38,759 35,479 (3,280) -8.5%

BERKELEY ELEMENTARY



Brock Road Elementary School Principal – Shonda Richey


BrockRoadElementaryserves765studentsinkindergartenthroughfifthgrade.Wecurrentlyhavethirty-threeregu-lareducationclassrooms,aswellaseleventeacherswhoservestudentswithspecialneeds.StudentsareenrichedintheareasofArt,Music,PE,andLibraryskills.Onefulltimeguidancecounselorprovidessupportforthestudents.TheBrockRoadcommunityencouragesstudentstoreachtheirfullpotentialbyrecognizingtheiruniquenessasindividuals.Asacommunity,westrivetogiveourstudentsaqualityeducationthatpreparesthemtobeproductivecitizenswithinaglobalsociety.Webelievethateachstudentisuniqueandhastheabilitytolearn.Theentireschoolcommunitymustshareresponsibilityinprovidingacaringandnurturingenvironmentthatenhanceslearning.Weprovideasafeandpositiveenvironmentthatpromotesstudentlearningandgoodcitizenship.Thefacultyandstaffsetgoalsthatencourageeachchildtoreachhis/herhighestlevelofacademicachievement.Theuseoftechnologyactivelyengagesstudentsindecisionmakingandproblemsolving.Inorderforallstudentstoexcelinliteracyandmathematics,ourstaffistrainedandabletodelivereffectiveresearch-basedinstruction.Wellthoughtoutplansandlessonsallowteacherstobebetterequippedtoprovideappropriateinstructiontohelpourstudentssucceed.Highexpectationsandsupportoftheentireschoolcommunityencouragesallstudentstomakeadequategrowthacrossallsubjectareas.ProfessionalLearningCommunitiesareessentialtocontinuousimprovement.


TheprioritiesatBrockRoadElementaryforthe2014-2015schoolyearwillfocusonmeetingtheneedsofthediversegroupoflearnersinourschool.Studentgrowthremainsapriority.Dataismonitoredandusedtomakedecisionsregardinginstructionaswellasstudentengagementandconduct.Avarietyofassessmentsandatieredapproachtolearningcreatesarichlearningenvironmentforallgradelevels.Theschoolconcentratesonthecollaborativeeffortsoftheprofessionalandsupportstaffasamajorcontributortostudentsuccess.TheimplementationofPBISguidesourpositiveapproachtostudentbehavior.

Fundingwillbeneededformaterialsandresourcesthatwillenableourstaffintheireffortstoimprovestudentper-formanceandtoensuresuccessforallstudents.CoreinstructiondemandsthatwecontinuetogrowprofessionallyintheareaofGuidedReadingandincreasetherigorinourMathprograms.Technologycontinuestoevolveandasteachersbecomemoreproficient,fundswillbesetasidetoprovideupdatesandneededresourcessothatwemaycontinuetoincorporateeffectiveteachingstrategiesintoourinstruction.





%Change


BudgetAdoptedBudget


Total 5,627 6,701 4,807 9,293 9,593 300 3.23%


Total 7,338 8,818 7,111 8,474 8,474 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 60,965 62,165 55,661 40,218 47,911 7,693 19.13%200 SPECIAL EDUCATION 5,338 3,999 1,296 278 1,498 1,220 438.85%400 GIFTED AND TALENTED ED 1,250 1,076 1,161 1,161 1,161 - -

Total 67,553 67,241 58,118 41,657 50,570 8,913 21.40%


Total - - - 14,786 - (14,786) -100.00%

100 LOCAL 73,931 77,685 67,579 72,771 65,978 (6,793) -9.3%200 SPECIAL EDUCATION 5,338 3,999 1,296 278 1,498 1,220 438.8%400 GIFTED AND TALENTED ED 1,250 1,076 1,161 1,161 1,161 - -

Total 80,518 82,760 70,035 74,210 68,637 (5,573) -7.5%

BROCK ROAD ELEMENTARY



Cedar Forest Elementary School Principal – David O. Strawn, II


CedarForestElementarySchoolopeneditsdoorstothecitizensofSpotsylvaniaCountyinAugust2008.Ourschooliscurrentlyserving772studentsfromdiversebackgrounds.FourhundredandseventyeightareCaucasian,126areAfricanAmerican,104areHispanic,14areAsian,23areIndian,and27aremulti-race.Todate,CedarForesthouses31regularclassrooms,aprogramforemotionallydisturbedchildren(BSP),twoprogramsforintellectuallydisabledstudents(ID)and3programsforpre-schoolchildrenwithdisabilities(ECSE)plusaHeadStartandVPIprogram.Inaddition,tworesourceclassroomsareinplacetosupportstudentswithlearningdisabilitiesandarestaffedby3specialists.Afull-timereadingspecialistandaparaeducatoradministeraprogramdesignedtoassistchildrenwithreadingdelaysingradesK-5.CedarForestbecameaTitleISchoolinthefallof2009andisstaffedbytwofulltimespecialistsandaparaeducator.Theprogramsupportsstudentsinalloftheelementarygradesintheareasofreadingandmathematics.Thereare91fullandpart-timestaffmembersworkingatCedarForest.ThemissionandbeliefstatementsforCedarForestrecognizeourcommitmenttoqualityserviceforourchildren.


Our2014-15budgetseekstosupporttheMissionStatementofCedarForest,whichistoleadallstudentstoasuccessfulfuture.OurSchoolStrategicPlanaddressestheneedtokeeppacewithstateandfederalbenchmarksforstudentachievementwhilealsocontinuingtoaddresstheneedforconstantlyassessingandimprovingtheschool’sclimate.Variousinitiatives,suchastheOlweusAnti-Bullying,PBISandWatchD.O.G.Sarebeingmaintainedtoimprovetheclimateandlevelofservicesofferedtoourstudents.StaffdevelopmentinimprovinginstructionalmethodologyinLanguageArtsandMathematicsisapriorityalongwithencouragingtheimportanceofteamingandcollegialsupport.

Dataanalysisofinstructionaleffectivenesshasfocusedourcurrenteffortsonthesuccessofallstudents.However,itiscriticalthatstudentsuccessinthecontentareasofmathematicsandlanguageartsforthegroupsidentifiedasEconomicallyDisadvantaged,African-American,andStudentswithDisabilitiesshowconsistentimprovementinordertokeeppacewithAMOobjectives.Theschoolconcentratesonthecollaborativeeffortsoftheprofessionalandsupportstaffasamajorcontributortothesuccessofoureffortstowardscontinuousschoolimprovement.





%Change


BudgetAdoptedBudget

PURCHASED SERVICES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 2,483 7,817 6,907 11,401 10,892 (509) -4.46%

Total 2,483 7,817 6,907 11,401 10,892 (509) -4.46%


Total 7,809 8,295 5,752 9,209 9,209 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 62,637 61,583 54,847 34,500 42,331 7,831 22.70%200 SPECIAL EDUCATION 3,280 3,498 967 260 1,280 1,020 392.31%400 GIFTED AND TALENTED ED 1,139 1,099 1,057 1,064 1,064 - -

Total 67,056 66,180 56,871 35,824 44,675 8,851 24.71%


Total - - - 14,044 - (14,044) -100.00%

100 LOCAL 72,928 77,695 67,506 69,154 62,432 (6,722) -9.7%200 SPECIAL EDUCATION 3,280 3,498 967 260 1,280 1,020 392.3%400 GIFTED AND TALENTED ED 1,139 1,099 1,057 1,064 1,064 - -

Total 77,347 82,292 69,531 70,478 64,776 (5,702) -8.1%

CEDAR FOREST ELEMENTARY



Chancellor Elementary School Principal – Shawn Hudson


Inpartnershipwithstudents,parents,andthecommunity,theChancellorElementaryfacultyandstaffarededicatedtoexcellenceineducation.Acknowledgingeachstudentasavaluedindividual,wearecommittedtopreparinglifelonglearnersandfuturegenerationsofproductivecitizens.

Wearefortunatetobeoneofthesmallestschoolsbypopulation,butoneofthegreatestinstudentachievement.OurschoolisfulloftraditionandourstudentsareproudtobeKnights.Ourstudentsaremotivatedtogoaboveandbeyondtheminimumstatelearningrequirements.Ourstaffintegratestechnologyinthelessonsforstudentstolearnthecurriculumandsetthemonthepathforsuccessinourglobaleconomy.


ChancellorElementarySchoolwillfocusonseveralprogramsandinitiativesforthe2014-2015schoolyearthatsupportthegoalsinourschoolimprovementplanwhichdrivesoureducationaldecisionsandimpactsstudentlearning.Wewillcontinuetosupportthereadingresourceprograms,suchasguidingreadingandwriting,withintheschool.Our3rd-5thgradeteacherswillimplementanewguidedreadingbenchmarkprogram.Inaddition,wewillbefocusingonaleveledreadingprogramforliteracybenchmarkassessmentsthatwillhelpwiththeliteracyprogressofourstudents.

Weofferteacherstheopportunitytosupplementcountycurriculumwithmanipulativesthatenhancethestudent’sedu-cation.Ourteacherscontinuetousemoneyacquiredbygrantstosupplementtheircurriculumsaswell.Inaddition,theschoolfundsneededresourcestoimplementandsupportaRTImodelforstudentachievement.





%Change


BudgetAdoptedBudget


Total 2,222 3,709 1,111 3,708 3,714 6 0.16%


Total 6,879 5,114 6,053 8,506 8,506 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 26,932 37,437 34,803 19,985 24,370 4,385 21.94%200 SPECIAL EDUCATION 3,791 2,978 937 390 940 550 141.03%400 GIFTED AND TALENTED ED 451 504 528 528 528 - -

Total 31,174 40,919 36,268 20,903 25,838 4,935 23.61%


Total - - - 8,181 - (8,181) -100.00%

100 LOCAL 36,033 46,260 41,966 40,380 36,590 (3,790) -9.4%200 SPECIAL EDUCATION 3,791 2,978 937 390 940 550 141.0%400 GIFTED AND TALENTED ED 451 504 528 528 528 - -

Total 40,275 49,742 43,432 41,298 38,058 (3,240) -7.8%

CHANCELLOR ELEMENTARY



Courthouse Road Elementary School Principal – Marcie Fields Organization/Program Description

Courthouse Road Elementary School serves approximately825 students in Kindergarten through fifthgrade. Ourdemographics are 59% Caucasian,24% African American,13% Hispanic, 3% Asian and 1% other. We have 37 regular education classrooms.Afull program of services from GiftedEducation to Remediation is complemented by programming for EnglishLanguage Learners. District wide programs include Hearing Impaired, Autism, Intellectually Disabled and Early Childhood Special Education.Additional services are available in Occupational and Physical Therapy as well as programming for children with cognitive and developmental needs in the areas ofSpeechand Language and Learning Disabilities. Ournewly adoptedmission affirms our commitment to maximizing student potential for success in the 21s Century.Ourdiverse school population promotes respect of individual differences, and continuous professional learning and growth for our faculty. We take pride in our parental and community support for our school.


Throughoutthecourseofour2014-15schoolyear,our budget priorities are built bydata analysisand monitoring of our school improvement plan. Our primary focus continues to be improvementinstudentcriticalthinkingskillsacrossthecurriculumasevidencedbystudentperformance. Our teachers are working collaboratively towardsacademicgoalsinliteracyandmathematics.Ourgoalistocontinuouslyimproveour professional practice in ordertocreateindependentthinkersandproductivecitizensinoursociety. In FY 2015,teachers will continue to implement practices that have resulted from our collaboration to include: balancedliteracy,problemsolving,inquirybasedlearning,collaborativedevelopmentofcommonformativeassessmentstodriveinstruction,andintensiveinterventionandenrichmentopportunities. While we strive for continuous improvement in academics, our plan also focuses on good studentgoalsettingandintrinsicbehaviorandacademicmotivation. Ourcommitmentistobeaproductive,respectful,andresponsibleschooloflearnersthroughconsistencyandpositivereinforcement.Ourfacultyworkstogetherthroughasharedleadershipmodelasweareallresponsibleforstudentlearning.At Courthouse Roadwebelievethatweareinapartnershipwithourparentsandfamiliesasweembrace the contributions of support staff,parents, and teachers to meet our goals.





%Change


BudgetAdoptedBudget

PURCHASED SERVICES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 4,161 4,257 4,455 6,737 3,626 (3,111) -46.18%

Total 4,161 4,257 4,455 6,737 3,626 (3,111) -46.18%

OTHER CHARGES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 9,220 9,891 10,314 11,718 15,515 3,797 32.40%

Total 9,220 9,891 10,314 11,718 15,515 3,797 32.40%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 70,349 70,487 60,586 46,048 53,889 7,841 17.03%200 SPECIAL EDUCATION 3,276 4,859 1,270 138 1,278 1,140 826.09%400 GIFTED AND TALENTED ED 960 676 1,230 1,307 1,307 - -

Total 74,585 76,022 63,086 47,493 56,474 8,981 18.91%


Total - - - 16,452 - (16,452) -100.00%

100 LOCAL 83,730 84,635 75,355 80,955 73,030 (7,925) -9.8%200 SPECIAL EDUCATION 3,276 4,859 1,270 138 1,278 1,140 826.1%400 GIFTED AND TALENTED ED 960 676 1,230 1,307 1,307 - -

Total 87,966 90,169 77,855 82,400 75,615 (6,785) -8.2%

COURTHOUSE ROAD ELEMENTARY



Courtland Elementary School Principal – Sherrie Steele


CourtlandElementarycurrentlyserves573studentsinHeadstart-5thgrade.WehaveoneHeadStartclassroomand25generaleducationclassrooms.Weprovidespecialservicesandinstructionalsupportsforstudentswithautism,learningdisabilities,intellectualdisabilities,emotionaldisabilities,speechandlanguageneedsorotherhealthimpairments.Fourpercent(4%)ofourstudentshavelimitedEnglishproficiency.Fourteenpercent(14%)ofourstudentsreceivespecialeducationservices.Twelvepercent(12%)ofourstudentsreceiveservicesthroughourgiftededucationprogram.Threepercent(3%)ofourstudentsareAsian,nineteenpercent(19%)areAfrican-Americanandseventy-eightpercent(78%)areCaucasianandofcombinedancestry.Twelvepercent(12%)ofourstudentsareHispanic.Thirty-sixpercent(36%)ofourstudentsareeconomicallydisadvantagedaccordingtothequalificationsforthefederalmealprogramandtwopercent(2%)areclassifiedashomelessthroughMcKinney-Vento.

Ourteamconsistsof74staffmembersincludingaprincipal,assistantprincipal,guidancecounselor,nurse,secretary,bookkeeper,1HeadStartteacher,25homeroomteachers,8specialeducationteachers,1speechtherapist,1readingspecialist,1giftededucationteacher,4encoreteachers(art-4daysperweek,music-4daysperweek,physicaleducationandlibrary),a.33instructionaltechnologyteacher,a.33EnglishLanguageLearnersteacher,1HeadStartparaeducator,9specialeducationparaeducators,3generaleducationparaeducator,1libraryparaeducator,1speechparaeducator,1physicaleducationpara(3daysperweek),1readingparaeducator,4cafeteriaworkers,and4custodians.Ourentireteamworkscollaboratively,alongwithoursupportiveparentcommunityandstudentstoliveoutourmissioneverydaywhichistoCollaboratetoEnsuretheSuccessofALLstudents.Wearerespectful,responsibleandreadytolearneachday!


Inadditiontosupportingthedailyoperationsofourschool,ourbudgetprioritiesforFY2015willbetoutilizefundsforthepurposeofsupportingthegoalsinourschoolimprovementplan.Currentlywearefocusingonexceedingthe2014-2015AMOsinallninesubgroups.Ourstrategiesaretodifferentiatemathandliteracyinstructiontomeetthediverselearningneedsofthestudentsthrougheffectivesmallgroupinstructionanddifferentiatedlearningexperiences.WewillalsoimplementacollaborativeRTIprocesstosupportstudentlearningandbehavioralneeds.PLC’swilltargetandsupportourSIPgoals.Fundswillbeusedtopurchasenecessaryresourcesandtoprovideon-goingprofessionallearningopportunitiesintheseidentifiedareas.





%Change


BudgetAdoptedBudget


Total 1,240 2,149 3,131 7,886 3,486 (4,400) -55.80%


Total 10,047 10,330 9,781 7,611 12,311 4,700 61.75%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 43,848 47,866 38,564 30,012 35,807 5,795 19.31%200 SPECIAL EDUCATION 3,900 3,341 951 - 1,080 1,080 -400 GIFTED AND TALENTED ED 778 898 851 852 852 - -

Total 48,526 52,106 40,365 30,864 37,739 6,875 22.28%


Total - - - 11,590 - (11,590) -100.00%

100 LOCAL 55,135 60,345 51,476 57,099 51,604 (5,495) -9.6%200 SPECIAL EDUCATION 3,900 3,341 951 - 1,080 1,080 -400 GIFTED AND TALENTED ED 778 898 851 852 852 - -

Total 59,813 64,584 53,277 57,951 53,536 (4,415) -7.6%

COURTLAND ELEMENTARY



Harrison Road Elementary School Principal – Deborah Frazier


HarrisonRoadElementarySchoolserves866studentsinVPIpre-school,kindergartenthrough5thgrade.Wecurrentlyhave36regularhomerooms,andtwoVPIpre-schoolclasses.WealsohavetwoLearningDisabled/ResourceclassroomsandtwoAutismSelf-containedclassrooms.HarrisonRoadElementaryislocatedinasuburbancommunity.Thechildreninourschoolcomefromaverydiversebackground.Onehundredseventy-eight(20%)studentsareAfricanAmerican,169(21%)areHispanic,and600(69.5%)areCaucasian.Fourhundredtwenty-nine(49.5%)ofourstudentsareSocio-economicallyDisadvantaged,73(8.5%)arestudentswithdisabilities,and93(11%)areLimitedEnglishProficiency.OurschoolreceivesTitleIfundsbaseduponthenumberofstudentseligibleforfreeorreducedlunch.OurMissionStatementdeclares“TheHarrisonRoadElementarySchoolandCommunitywill:Honorourstudentsasindividuals,Respectthelearningenvironment,Educateandencourageourstudents,andStrivetomakeadifference”.Ourschooloperatesfirstandforemostforthebenefitofourstudents.Wehaveastrongacademicfocusandwillcontinuetoimplementprogramsandactivitiesthatfosterpositivegrowthinallstudents.Weplanactivitiesthatallowforindividualdifferencesthatrelatetospecificlearningobjectives.Asaschoolcommunity,westrivetoimproveourschoolandworkforincreasedlearningthroughbetterinstruction.AtHarrisonRoadourmottois“ChildrenFirst”.Byembracingthisphilosophy,webelievetogetherwecanandwillmakeadifferenceinthelivesofourchildren.


Thereareseveralprogramprioritieswearefocusedoninthe2014-2015schoolyear.WeareinfullimplementationofourGuidedReading/smallgroupinstruction.WeareinvolvedinprofessionaldevelopmentworkshopsrelatedtoGuidedReading,WordStudy,andMathStation.Anotheroneofourprioritiesisaprofessionallearningcommunitybeingimplementedforcontinuousteacherprofessionaldevelopment.AtHarrisonRoad,wearealsocontinuinganexcitingprogramcalled“Fun”damentalFridaystohelpusclosethegapofAYPsubgroupsasdemonstratedbyour2014springtestscores.“Fun”damentalFridayscombinescollaboration,inclusion,enrichment,andremediationintoadynamicprogramtargetedtochallengestudentswhoareon,below,orabovegradelevel.MonthlyFOCUSmeetingsthatincludeadministration,gradelevel,andresourceteachersareusedtodiscussspecificneedsofstudentsinallAYPsubgroupsandplanreadingandmathhands-onactivitiesbaseduponassessmentdatacollectedweeklybytheclassroomandresourceteachers.OurSTEMLabthatopenedlastyearwillbeinfullimplementationthisyear.WehavemanyactivitiesforstudentsandfamiliessuchasMath/ScienceNight,OneSchoolOneBook,FamilyReadingNight,JeopardyNight(SOLReviewNight),WordStudyNight,andBoosterthon.OurPTAishighlyinvolvedinschoolbasedprogramsandhasservedasarealassettoourschool.HarrisonRoadElementarywasrepresentedwellwiththesecondrunnerupinthecountySpellingBee,andwewonthe24Mathcompetitionforthisschoolyear.





%Change


BudgetAdoptedBudget


Total 7,983 4,387 14,167 15,249 13,549 (1,700) -11.15%


Total 7,751 7,706 7,676 8,930 8,930 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 59,929 61,847 55,191 37,256 47,091 9,835 26.40%200 SPECIAL EDUCATION 2,536 1,602 728 - 690 690 -400 GIFTED AND TALENTED ED 1,229 821 1,242 1,244 1,244 - -

Total 63,694 64,270 57,161 38,500 49,025 10,525 27.34%


Total - - - 15,670 - (15,670) -100.00%

100 LOCAL 75,663 73,940 77,034 77,105 69,570 (7,535) -9.8%200 SPECIAL EDUCATION 2,536 1,602 728 - 690 690 -400 GIFTED AND TALENTED ED 1,229 821 1,242 1,244 1,244 - -

Total 79,428 76,364 79,003 78,349 71,504 (6,845) -8.7%

HARRISON ROAD ELEMENTARY



Lee Hill Elementary School Principal – Darnella Cunningham


LeeHillElementarySchoolopeneditsdoorstostudentsin1977.Currently,ourschoolserves687studentsingradeskindergartenthroughfive.Ourstudentpopulationhighlightsourdiversity,withethnicbackgroundsasfollows:4%Asian,20%Black,10%Hispanic,<1%Indian,8%multi-ethnic,and57%White.Wehouse30regulareducationclassrooms,3resourceclassroomstosupportstudentswithlearningdisabilities,agiftededucationprogramandadivision-wideAutismProgram.Approximately81fulland/orpart-timearebasedatLHEStosupportlearnerneeds.LeeHillhasthesecondhighesthomelesspopulationofstudents,qualifyingpertheMcKinney-VentoAct.Additionally,32%ofourstudentsreceivefree/reducedlunch.Asalearningcommunity,OurPAWPRIDEPledgehighlightsourinitiativestocultivatealearningcommunitywherebeingProductive,Respectful,andResponsiblearevalued.


IInaccordancewithourannualSchoolImprovementPlan,mathandpositivebehaviorinterventionsandsupports(PBISPawPride)areourfocusareas.Tosupportstudentlearning,professionaldevelopmentiscenteredoncollaborationthroughprofessionallearningcommunities(PLC’s).Stafftrainingisfocusedondifferentiatinginstructionforalllearners,unpackingstandards,integratingeffectivetechnologysupportsandimplementingRTIstrategiesandassessmentmeasures.Wewillcontinueourfocusedeffortstoprovideastudent-centeredlearningenvironment.Theseeffortsincludeenhancementstosafetymeasures,capitalprojectsandschoolbeautificationinitiatives.





%Change


BudgetAdoptedBudget


Total 6,716 6,323 8,346 8,080 9,216 1,136 14.06%


Total 6,506 6,787 6,739 7,681 7,681 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 45,479 48,058 42,632 36,420 42,234 5,814 15.96%200 SPECIAL EDUCATION 3,396 2,272 826 - 778 778 -400 GIFTED AND TALENTED ED 867 814 988 1,021 1,021 - -

Total 49,742 51,144 44,446 37,441 44,033 6,592 17.61%


Total - - - 13,300 - (13,300) -100.00%

100 LOCAL 58,701 61,167 57,717 65,481 59,131 (6,350) -9.7%200 SPECIAL EDUCATION 3,396 2,272 826 - 778 778 -400 GIFTED AND TALENTED ED 867 814 988 1,021 1,021 - -

Total 62,964 64,253 59,532 66,502 60,930 (5,572) -8.4%

LEE HILL ELEMENTARY



Livingston Elementary School Principal – Terrie Cagle


LivingstonElementarySchoolisaSchoolWideTitleIschool.Weserve435studentsingradeskindergartenthroughfiveand18studentsthroughanonsiteHeadStartprogram.Ourschoolcurrentlyhas20regulareducationclass-roomswithanaverageclasssizeof22studentsperclassroom.TheLivingstonDistrictservesaruralcommunitylocatedinthewesternpartofSpotsylvaniaCounty.Ourpopulationofstudentsiscomprisedof16.6%AfricanAmeri-can,4.4%Hispanic,1.8%Asian,2.3%Indian,and87.3%Caucasian.Currently,54.4%ofourstudentsareEconomi-callyDisadvantaged,5%arehomeless,and15.9%receiveSpecialEducationservicesincludingSpeechservices.Thereare53fulltimeandparttimestaffmembersaspartofourlearningcommunityincludingadministration,teach-ers,custodialstaff,andpara-educators,allworkingcollaborativelyinmentorshipforourstudents.Ourfacultyandstaffarededicatedtocreatinganatmosphereofsecurity,warmth,andencouragementconducivetostudentlearn-ing.Inpartnershipwithstudents,parents,andourcommunity,wearecommittedtoestablishingasolidfoundationforlifelonglearningbypreparingeveryLivingstonstudenttobecomeasuccessful,productivememberofourdiverse,ever-changingsociety.Asalearningcommunity,wewillcontinuetoSOARtonewsuccessesbybeingresponsible,respectfulandproductive.


Duringthe2014-2015schoolyear,LivingstonElementarySchoolwillcontinuetoexpandourfocusontheareasofliteracyandmathematics.Theinstructionaldeliveryforeachoftheseareasistoprovideleveled,guidedinstructionbasedoneachchild’sareasofstrengthandneed.Instructioncontinuestobebuiltonstrongliteracyacrossallcontentareasandtoprovideappropriateandtimelyinterventionwhilemaintainingarigorousprogram.Writingandleveledcontentreadingareafoundationforallareasofinstruction.Ourschoolimprovementplanspecificallyaddressesstrategiestoimprovestudentliteracyandmathskillswithanemphasisonoureconomicallydisadvantagedstudents,African-Americanstudents,studentswithdisabilities,andwhitesubgroups.

Professionallearningforthebuildingwillcontinueasweimplementyear2ofourschoolwidetrainingonPBIS(Posi-tiveBehavioralInterventionsandSupports).Professionallearningwillfocusonthesocialandbehavioraspectsaswellastheinstructionalneedsofeachstudent.





%Change


BudgetAdoptedBudget


Total 3,122 15,318 2,760 6,552 6,852 300 4.58%


Total 5,725 5,387 5,162 5,906 5,906 - 0.00%


Total 50,758 47,111 38,244 24,709 29,925 5,216 21.11%


Total - - - 9,292 - (9,292) -100.00%


Total 59,605 67,817 46,166 46,459 42,683 (3,776) -8.1%

LIVINGSTON ELEMENTARY



Parkside Elementary School Principal – Thomas Eichenberg


ParksideElementarySchoolproudlyserves733studentsinkindergartenthroughthefifthgrade.Therearecurrentlythirtyregulareducationclassrooms,aswellasclassroomsthatservestudentswithseveredisabilitiesandautism.AfullprogramofservicesfromgiftededucationtoremediationisavailableaswellasservicesforEnglishlanguagelearners.Theschoolisabeautifulfacilitythatrecentlycelebratedit’sthirteenthyearasaschoolbuilding.Theschoolhasniceclassrooms,acomputerlab,largemediacenter,andawonderfulgymnasiumforstudentstoutilizeandlearnin.ParksideElementarySchooltakesprideinitsstudentsandstaffwhocomefromverydiversebackgrounds.Dedicatedteachers,supportstaff,astrongP.T.A.,caringparents,andstudentswithastrongdesireforlearning,allcombinetomakeParksideElementarySchoolawonderfullearningenvironment.Continualimprovementisourgoal.Aseducators,students,andparents,wecontinuallyanalyzeourdatatolookatareasinwhichourstudentshaveperformedwell,andareasofweaknessesthatneedtobeaddressed.AsaschoolwealsocontinuetofocusinonPBIS(PositiveBehaviorInterventionsandSupports)componentswithourstudents.Weworkatbeingrespectful,responsibleandproductiveinallthatwedo.Asaschoolwecontinuetobuilduponouracademicsuccess.ParksideElementarySchoolisagreatplacetolearnandgrow!


ParksideElementarySchoolwillcontinuetofocusontheareasofreadingandmathematicsthroughoutthe2014-2015fiscalyear.ContinuedfocusontheuseofguidedreadingStrategies,Spotsybigsevenstrategies,writingandmathematicsinstructionwillremainasacentraltheme.Theschoolstaffwillcontinueitsprofessionaldevelopmentintheareasofguidedreading,math,andwriting.ProfessionalLearningCommunities(PLC’s),technologyuse,activelearningstrategies,andusingaTeachersAsReadersformatforprofessionalgrowthwillbeafocusofParksideElementarySchools’staff.Continuedanalysisofstudentachievementdatawillbecompleted.TheschoolwillalsoexpanditsuseofPBIS(PositiveBehaviorInterventionsandSupports)andwillbeginacheckin/checkoutprogramforstudentsneedingadditionalassistance.Asastaff,wewillcontinuetolookatcurriculum,instruction,andassessmentandhowbesttomeetthediverselearningneedsofourstudents.areaofRTI.Asastaff,wewillcontinuetolookatcurriculum,instruction,andassessmentandhowbesttomeetthediverselearningneedsofourstudents.





%Change


BudgetAdoptedBudget


Total 8,183 5,287 3,706 6,648 5,312 (1,336) -20.10%


Total 6,285 6,267 6,418 6,719 6,655 (64) -0.95%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 61,025 72,147 52,494 39,652 48,109 8,457 21.33%200 SPECIAL EDUCATION 3,609 3,135 1,129 - 980 980 -400 GIFTED AND TALENTED ED 1,463 1,451 801 1,040 1,040 - -

Total 66,098 76,733 54,424 40,692 50,129 9,437 23.19%


Total - - - 13,514 - (13,514) -100.00%

100 LOCAL 75,493 83,701 62,619 66,533 60,076 (6,457) -9.7%200 SPECIAL EDUCATION 3,609 3,135 1,129 - 980 980 -400 GIFTED AND TALENTED ED 1,463 1,451 801 1,040 1,040 - -

Total 80,565 88,287 64,549 67,573 62,096 (5,477) -8.1%

PARKSIDE ELEMENTARY



Riverview Elementary School Principal – Dianne Holmes


RiverviewElementarySchoolserves733studentsinpre-kindergartenthroughfifthgrade.Wehave29regulareducationclassrooms.ThechildrenatRiverviewElementarySchoolaremadeupofadiversestudentpopulation.WearedesignatedasaTitleIschoolbaseduponthenumberoffamiliesmeetingeligibilityrequirementsforfreeand/orreducedfoodservices.AfullprogramofservicesfromGiftedEducationtoRemediationiscomplementedbyprogrammingforEnglishLanguageLearners.DistrictwideprogramsincludeAutismPrograms,aBehaviorSupportProgram,andEarlyChildhoodSpecialEducation.AdditionalservicesareavailableinoccupationalandphysicaltherapyaswellasprogrammingforchildrenwithcognitiveanddevelopmentalneedsintheareasSpeechandLanguageandLearningDisabilities.ThefocusofRiverviewElementarySchoolistoprovideapositive,safe,andhealthyatmosphereinwhicheachchild’sintellectual,physical,andsocialdevelopmentwillbesupportedandvalued.MotivationandachievementareenhancedbyparentalsupportandtheeffectsofourCharacterEducationprogramwhichprovidesaframeworkforpositivesocialdevelopment.Webelieveineffectivecommunicationandacontinuousimprovementofteachingtechniquesthatwillenableourstudentstobesuccessful.


Forthe2014-2015schoolyear,ourbudgetprioritiesarebuiltbyahistoricalandanever-changingviewoftheschoolpopulation,performanceexpectationsandmonitoringofchildren’sneedsinadocumententitled“SchoolImprove-mentPlan”.Emphasishasbeenplacedonseveralinitiativesatourschool.GuidedReadingpracticeshavebeenandarecontinuingtobeenhancedthroughourprofessionallearningthroughouttheschoolyear.Intheupcomingschoolyear,wewillcontinuetoevaluateourpreviouscollaborativepracticesandtheusesofdatatomakeinformedinstruc-tionaldecisions.Dataismonitoredandviewedastheprimarysourceofneededchangestothetaughtandtestedcurriculumfoundwiththedivision’sCurriculumMap.Continuousassessment,alongwithamultiple-leveledapproachtolearning,isappliedtothecorecurriculumforallgradelevels.Dataanalysisofinstructionaleffectivenesshasfo-cusedourcurrenteffortsonmathematicsandlanguageartsforthegroupsidentifiedasEconomicallyDisadvantaged,African-American,andStudentswithDisabilities.Theschoolconcentratesonthecollaborativeeffortsoftheprofes-sionalandsupportstaffasamajorcontributortoourconsistentsuccess.





%Change


BudgetAdoptedBudget


Total 5,525 5,610 7,429 8,059 8,556 497 6.17%


Total 5,674 6,706 5,546 7,106 7,075 (31) -0.44%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 55,596 54,265 49,480 33,440 39,766 6,326 18.92%200 SPECIAL EDUCATION 4,325 3,940 1,374 300 1,375 1,075 358.33%400 GIFTED AND TALENTED ED 955 893 927 930 930 - -

Total 60,877 59,098 51,781 34,670 42,071 7,401 21.35%


Total - - - 12,383 - (12,383) -100.00%

100 LOCAL 66,795 66,582 62,455 60,988 55,397 (5,591) -9.2%200 SPECIAL EDUCATION 4,325 3,940 1,374 300 1,375 1,075 358.3%400 GIFTED AND TALENTED ED 955 893 927 930 930 - -

Total 72,075 71,415 64,757 62,218 57,702 (4,516) -7.3%

RIVERVIEW ELEMENTARY



Robert E. Lee Elementary School Principal – Daryl Lann


RobertE.LeeElementarySchoolcurrentlyserves511studentsinpre-kindergartenthroughgradefive.Ourpreschoolagedchildrenareeducatedatadifferentlocation.Wecurrentlyhavetwenty-threeregulareducationclassrooms.Wealsohavethreefull-timespecialeducationteachers,apart-timespeechpathologistandtwospecialeducationparae-ducatorswhoservetheneedsoffifty-fourstudentswithdisabilitiesthroughresourceandinclusionmodels.Thirty-sixpercentofourstudentsqualifyforfreeorreducedlunch.OurschoolreceivesTitleIfundingbaseduponthenumberofeconomicallydisadvantagedstudentsweserve.Weemployonefull-timeTitleIteacherandoneTitleIparaeduca-tor.OurstudentbodyIncludes343whitestudents,77AfricanAmericanstudents,35Hispanicstudents,11Asianstu-dents,and45studentswhoarecodedselectingnoraceduringregistration.WeprovideESOLservicesto9students.AfullprogramofservicesfromGiftedEducationtoRemediationisprovidedeachdaytostudents.AtRobertE.LeeElementary,webelievethatallstudentswilllearnandbecomeresponsible,respectfulcitizens.


Ourgoalforthe2014-2015schoolyearisforallstudentstodemonstrategrowthofayearormoreaccordingtogradelevelstandardsinEnglishandmath.Allteachersareinvolvedindifferentiatedprofessionaldevelopmenttoimproveteachingandlearninginourbuilding.Teachersareparticipatinginongoingprofessionaldevelopmenttoincreasestudentachievementinallcontentareas.OurprofessionallearningplanincludestheuseofProfessionalLearningCommunitiestomeetindividualstudentneedsusingsuchresearch-basedstrategiesas:ResponsetoIntervention,technologyintegration,andLucyCalkinsWritingProject.Weareusingfrequent,common,formativeassessmentofstudentprogresstomeettheindividuallearningneedsofourstudents.Weprovideadditionalinstructionforat-riskstudentsbeforeorafterschoolinallgradelevels.Inlanguagearts,weutilizewordstudy,writingprompts,andrunningrecordstomeasurereadingandwritingskills.Nextschoolyear,wewillbetraininginandlaunchinganewreadingseriesfromtheBenchmarkLiteracySeriesingrades3-5.Inmath,weareusingDreambox,AcceleratedMath,MathBuddies,Exemplarsandavarietyofinstructionalstrategiesassociatedwithcomputationandproblemsolvingasinstructionaltools.Continuedfundingforprofessionaldevelopment,technology,materials,andadditionalinstructionaltimeforstudentswillberequiredtosupportourgoalofacademicsuccessforeachandeverystudentatRobertE.LeeElementarySchool.supportourgoalofacademicsuccessforeachandeverystudentatRobertE.LeeElementarySchool.





%Change


BudgetAdoptedBudget


Total 2,813 4,529 6,303 6,197 6,534 337 5.44%


Total 4,353 6,277 6,420 9,798 9,798 - 0.00%


Total 48,716 46,832 39,542 26,221 31,987 5,766 21.99%


Total - - - 10,554 - (10,554) -100.00%


Total 55,882 57,638 52,266 52,770 48,319 (4,451) -8.4%

ROBERT E LEE ELEMENTARY



Salem Elementary School Principal – Harold Morton


SalemElementarySchoolservesstudentsinkindergartenthroughgradefive.Currently,wehave28generaleducationclassroomsaswellasthreeLDclassrooms.SalemalsohousesaHeadStartclassroomandaSpecialEducationPre-Schoolclass.TheSpotsylvaniaCountyChildFindOffice,whichscreens2-5yearoldchildrenforalldevelopmentaldelays,ishousedatSalem.Witheachprogramfullyfunctioning,Salemhasover670studentsinattendanceeachday.Thechildrenatourschoolhaveverydiversebackgrounds.Wehave60%Caucasian;27%AfricanAmerican;26%Hispanic;4%Asian.Fifty-onepercent(51%)ofourstudentsareEconomicallyDisadvantagedandtherefore,qualifyustobeaSchool-wideTitleIschool.Thirteenpercent(13%)ofourpopulationisreceivingSpecialEducationServices.Wehavethirteenpercent(13%)limitedEnglishProficientstudents.Thereare77fullandparttimestaffmembersatSalem.Weseeourschoolasaplacededicatedtoprovidingasafeandsupportiveacademicenvironment,whichpromotestheeducational,emotionalandsocialwell-beingofeachchildforlifelonglearning.


Thefollowingareafewprioritiesonwhichwewillfocusin2014-2015.Wewillbeinvolvedinprofessionaldevelopmentworkshopsrelatedtoguidedreading,benchmarkassessmentsystemtraining,improvingstudents’writingandhelpingstudentstobettercomprehendwrittentext.Ourschoolimprovementgoalsaretodevelopstudents’loveforreadingandtodevelopacompetencyinwriting.WeutilizeaLeveledBookRoom,theInteractiveAchievementProgram,RazKids,BrainpopandReadingA-Zprogramatmostgradelevels.Weprovideopportunitiesforstudentstoreadandwriteinmanycurriculumsubjectareas.Also,weencourageallstudentstovisittheschoollibraryandtocheckoutmaterialbefore,duringandafterschoolhours.Wearecommittedinprovidingtrainingtoteachersonteachingguidedreading.Professionallearningopportunitiesforstaffareavailablein,WordStudy,GuidedReading,RtI,Comprehensionstrategies,integratinginstructionaltechnology,LucyCalkinsWriting,differentiation,increasingMathRigor,problemsolvinganddataanalysis.Wewillalsobepurchasingbooksandotherprintedmaterialtointerestandmotivatestudentstodevelopaloveforreading.Finally,fundswillbeusedtopayfortheReadingA-Zprogram,RAZ,InteractiveAchievementProgram,OneSchoolOneBookandparentinvolvementworkshops.Inthe2013-2014schoolyear,SalemElementaryshowedimprovedscoresontheReadingandMathSOLtests.





%Change


BudgetAdoptedBudget

PURCHASED SERVICES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 5,629 4,205 2,975 5,980 6,280 300 5.02%200 SPECIAL EDUCATION - 991 - - - - -

Total 5,629 5,195 2,975 5,980 6,280 300 5.02%


Total 8,420 11,090 11,900 8,886 8,886 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 55,046 55,520 47,980 34,618 40,922 6,304 18.21%200 SPECIAL EDUCATION 4,452 2,969 1,139 283 860 577 203.89%400 GIFTED AND TALENTED ED 1,022 949 940 950 950 - -

Total 60,519 59,438 50,059 35,851 42,732 6,881 19.19%


Total - - - 12,608 - (12,608) -100.00%

100 LOCAL 69,095 70,815 62,855 62,092 56,088 (6,004) -9.7%200 SPECIAL EDUCATION 4,452 3,960 1,139 283 860 577 203.9%400 GIFTED AND TALENTED ED 1,022 949 940 950 950 - -

Total 74,568 75,724 64,934 63,325 57,898 (5,427) -8.6%

SALEM ELEMENTARY



Smith Station Elementary School Principal – Christine Primo


SmithStationElementarySchoolservesapproximately775studentsinkindergartenthroughfifthgrades.Wehave33generaleducationclassrooms.WeprovideSpecialEducationservicesforchildrenwithlearningdisabilities,intellectualanddevelopmentalneedsaswellasspeech.AfullprogramofservicesfromgiftededucationtoremediationandEnglishLanguageLearningservicesisofferedaswell.AtSmithStationElementarywestrivetocreateasafeandsupportiveenvironmentwherestudentlearningisourpriority.Fundamentalskills,personaldevelopment,andsocialresponsibilityareimportantfacetsinpromotingpositiveself-image,studentsuccess,andlifelonglearningforadiversestudentbody.Eachstudent isavaluedindividualwithuniquephysical,social,emotional,andintellectualneeds. Astudent’sself-imageisenhancedbypositiverelationshipswithandmutualrespectforstaffmembersandfellowstudents.Students’learningneedsdrivealldecisionsimpactingtheworkoftheschool.Studentlearningisthechiefpriorityfortheschoolandcontinuousimprovementisourgoal.Asaschoolcommunity,wearecommittedtoanalyzingourschooldataandmakingtheneededchangestocontinuetogrow.Webelieveineffectivecommunicationandcontinuousimprovementofteachingpractices.


SmithStationElementarywillcontinuetofocusonreadingandmathematicsduringthe2014-2015schoolyear.Wewilltofocusonstrengtheningallcomponentsofbalancedliteracy,withastrongemphasisonguidedreading.Ourgoalistoensurewehaveappropriateleveledtextinthehandsofallstudentstoincreasestudentreadingperformanceandcomprehension.Professionaldevelopmentwillalsosupporttheimplementationanddevelopmentofguidedmathforallstudentssothatweappropriatelyaddressstudent levels. Wewillstrivetoprovidemath instructionthat focusesonproblemsolvingand critical thinking, aswell as basic skills. Aswe continue to growour professional learningcommunities,teacherswillutilizethistimetoreviewstudentlearningdata.Thisdatawillguideinstructionaldecisionmaking,allowingustobestutilizeourinterventionandenrichmentblockstomeetstudentneeds.Teachersandresourcestaffwillcollaborateandplanprofessionallearningactivitiesthatfocusonbestpracticestomeetstudentneeds.Verticalteamswillworktogethertobetterunderstandtheconnectionofstandardsbetweengradelevelsandtopromotetheownership of all of our students’ learning. The reading andmath specialists collaborate regularly with classroomteachers to identifyandaddress instructional needs. Inaddition, our schoolwill continue to focusonourPositiveBehavior InterventionSupport(PBIS)program.Wewillcontinuetomakeeveryeffort toprovidequality instructionalprogramsforour21stcenturylearners.





%Change


BudgetAdoptedBudget


Total 7,988 11,593 13,240 14,110 14,410 300 2.13%


Total 8,287 8,186 9,018 10,506 10,506 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 60,415 59,602 49,464 35,132 42,752 7,620 21.69%200 SPECIAL EDUCATION 3,007 2,760 1,049 - 1,000 1,000 -400 GIFTED AND TALENTED ED 1,286 1,132 1,207 1,207 1,207 - -

Total 64,708 63,494 51,720 36,339 44,959 8,620 23.72%


Total - - - 15,239 - (15,239) -100.00%

100 LOCAL 76,690 79,381 71,723 74,987 67,668 (7,319) -9.8%200 SPECIAL EDUCATION 3,007 2,760 1,049 - 1,000 1,000 -400 GIFTED AND TALENTED ED 1,286 1,132 1,207 1,207 1,207 - -

Total 80,983 83,273 73,979 76,194 69,875 (6,319) -8.3%

SMITH STATION ELEMENTARY



Spotswood Elementary School Principal – Robin Monroe


SpotswoodElementaryserves565studentsingradeskindergartenthroughfifthgrade.WeareafullTitleIschoolbasedonapproximately59%ofourstudentsreceivingfreeorreducedlunch.Ourcurrentenrollmentincludes259Caucasianstudents(46%),149Blackstudents(26%),107Hispanicstudents(19%),20Asianstudents(4%),29studentsofcombinedancestry(5%),and1Indianstudent(0.2%).Ourschooliscomprisedof26regulareducationclassrooms,onefull-timeandonepart-timespecialeducationforourstudentswithlearningdisabilities,andonefull-timeteacherinourintellectuallydelayed(ID)program.Wealsohaveafull-timeguidancecounselor,apart-timesocialworker,oneTitleIteacher,andvariousresourceteachers,specialists,andpara-educatorswhoworktoenhanceourinstructionalprogram.

Webelieveitisourprivilegetoserveourstudentsandcommunityeachday,andourschoolimprovementgoalsfocusaroundimprovementinreading,mathematics,school-widediscipline,andschool/communityrelations.Additionally,westrivetoprovideavarietyoftechnologytoolstoassistourstudentsasweplanlessonsthateffectivelyteachtheVirginiaStandardsofLearning,whileaddressingeachchild’suniquelearningneeds.


TheprioritiesatSpotswoodfocusonincreasingtechnologytoolsforteachersandstudents,aswellasprovidingadditionalresourcesandprofessionaldevelopmentinmathproblemsolving.Fundingisneededtocontinueatechnologyinitiative,VMathLive,aweb-basedinstructionalandinterventionprogramthatmeetsindividualstudents’needsinmathematics,aswellasTickettoRead,aweb-basedreadingprogramthatsupportsphonemicawarenessanddecodingskills.Additionalfundingisneededinprofessionallearningaswecollaboratethroughourprofessionallearningcommunitiestoaddressstudents’learningandtheactionsweputinplacetohelpthemwhentheyarehavingdifficultylearningorhaveenrichmentneeds.





%Change


BudgetAdoptedBudget


Total 3,514 4,128 6,803 7,027 5,327 (1,700) -24.19%


Total 6,903 7,621 7,026 7,658 12,232 4,574 59.73%


Total 43,732 46,134 43,834 29,354 32,723 3,369 11.48%


Total - - - 11,010 - (11,010) -100.00%


Total 54,148 57,883 57,662 55,049 50,282 (4,767) -8.7%

SPOTSWOOD ELEMENTARY



Wilderness Elementary School Principal – Carroll Lewter


WildernessElementarySchoolserves782studentsinkindergartenthroughgrade5,aswellasstudentsintwopre-schoolprograms(HeadStartandVPI).Wecurrentlyhave31regulareducationclassrooms,twoAutismprograms,oneDevelopmentallyDelayedprogramandanumberofresourceroomsforremediation,specialeducation,andenrichment(SCOPE).Ourstudentbodyreflectsthediversityofourlocality,withapproximateethnicbackgroundsasfollows:Wil-dernessservesadiversepopulationasnotedbyour76%Caucasianstudents,22%African-American,14.7%Hispanic,andthebalancebeingIndian,Asian,Hawaiianorother/unspecified.Ourschool’scommunityiseconomicallydiverse,aswell,with32%ofourstudentsnotedasbeingeconomicallydisadvantaged.Thereare82fullandparttimestaffmemberssupportingstudentsatWilderness,whereourmissionistoestablishacommunityoflearnerswhereteamworkisembraced,diversityisastrength,andallofourWildcatsareproductive,respectful,andresponsible.AtWilder-ness,weworkPRRwithPRIDEasweprepareourstudentsforthefuture.


Oneofourmainfocuspointsthisyearwaslookingatourcoreinstruction,particularlyTierIreadinginstruction.Thisistosaywere-establishedtheexpectationofbalancedliteracyandguidedreading.Professionaldevelopmentwasem-beddedeachmonthwithteamsmeetingwiththereadingspecialistandourteachingandlearningcoach.Overviews,targetedtrainingandroutineswerediscussed,plansset,datadiscussed,andimplementationmonitoredthroughouttheyear.Eachgradelevelhadaspecificfocalpoint;however,allwerelayeredtosupportstudentgrowthandtransitionfromonegradeleveltothenext.Therewasgrowthnotedinmanyareas;however,westillhavemuchworkdo.Volunteersandschoolstaffweregiventargetedinterventionstousewiththestudents.OurSOLremediationwastargetedtogrades3,2,1duringtheschooldayformostoftheschoolyearand5thgradesecondsemester.Grades4,3,and1weretar-getedinourafterschoolprogram.Welikedthemodelcreatedin3rdgradeforremediationandlooktoextendthatforthe2014-15schoolyear.TheutilizationoftheInteractiveAchievementprogramaidedtheeffortstogaininsightintotheneedsofourstudentsandprovidetargetedinstructioninthosedeficitareas.WearelookingtoexpandourInteractiveAchievementcapabilitiesnextyeartoencompassmoregradelevelsforbothreadingandmathparticularly,bututilizeothercontentareastoo.Anotherfocuswastobuildourleveledlibrary.Theleveledlibraryhousesbookstobeusedduringguidedreadinginstruction.Thesebooksareleveledtoprovidestudentsinstructionontheirreadinglevelinordertogrow.Wemustmeetourstudentswheretheyareonadailybasis.Ourpriorityliesinhelpingallofourchildrenreadandwriteacrossallcontentareasandbefundamentallysoundinmathematicscomputationaswellasproblemsolving.Wildernesshasalargespecialeducationpopulationandwewanttocontinuetofine-tuneourresourcemodelstoas-sistallstudentsneedingskilldevelopmentsincestudentneedssurpassthemanpowerwecurrentlyhaveatthistime.Acomputerprogramwasusedwithintheclassroomstohelpprovidetargetedpracticeforreadingasthisallowedforthestudentstopracticeskillsattheirlevelwhichwasanadditional“dose”ofinterventiontowhattheteacherprovided.Wearehopingtocontinuethisavailabilityshouldourbudgetreflectthemeanstodoso.Anothercriticalareaoffocusisthementalhealth/emotionalneedsofanumberofstudents.Theseneedshavetobeaddressedbeforemeaningfullearn-ingcantakeplace.AtWilderness,wearecontinuingtoimplementPBISwhichallowsourstudentstohavecommonlanguage,clearunderstandingofexpectations,andselfawarenesstohelpfosterpositiveclassroomenvironments.ThePBISteamisworkingtohelpallofourstaffmembersgainadeeperunderstandingofhowtohelpthisarea.Ourteach-ershavethebaseknowledgeandareworkingthroughourprofessionallearningtostrengthenourcoreinstruction.Asourclasssizesgrow,itishardertokeyinonthediverseneedsofourchildren…especiallyattheelementarylevel.Webelievethateducationisthecombinedeffortofstudents,staff,parents,andcommunity,usinghighqualityinstructiontobuildafoundationforlifelonglearning,andpreparingallstudentsforthefuture.Itisunderstoodwearenotaloneinthisandwewillcontinuetolookfor“outofthebox”waystoadjusttothelargenumberofstudents.





%Change


BudgetAdoptedBudget


Total 3,291 4,705 5,674 7,576 7,876 300 3.96%


Total 7,598 10,800 11,775 8,953 8,953 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 58,691 60,814 50,257 40,012 47,221 7,209 18.02%200 SPECIAL EDUCATION 3,037 3,203 1,081 - 880 880 -400 GIFTED AND TALENTED ED 1,138 1,084 1,125 1,127 1,127 - -

Total 62,865 65,102 52,463 41,139 49,228 8,089 19.66%


Total - - - 14,417 - (14,417) -100.00%

100 LOCAL 69,580 76,319 67,707 70,958 64,050 (6,908) -9.7%200 SPECIAL EDUCATION 3,037 3,203 1,081 - 880 880 -400 GIFTED AND TALENTED ED 1,138 1,084 1,125 1,127 1,127 - -

Total 73,754 80,606 69,912 72,085 66,057 (6,028) -8.4%

WILDERNESS ELEMENTARY



Battlefield Middle School Principal – Sheila Smith


BattlefieldMiddleSchoolserves809studentsinGrades6,7,and8.WeoperateonanalternatedayblockscheduleallowingourseventhandeighthgradestudentstheopportunityforfourCore/Academicsubjectcourses,twoelectivechoices,physicaleducation,andaremedial/enrichmentblock.ThescheduleforsixthgradestudentsincludesdailyMathematicsandEnglishinstructionforgeneralmathstudents,whichpermitsonlyoneelectivechoice.Sixthgradestudentswhoareidentifiedasacceleratedmathstudentstakematheveryotherdayandareabletoattendtwoelectivecourses.AllsixthgradestudentsareenrolledindailyScienceorSocialStudiesinstructionforasemesteronly.TheSocial Studies Standards of Learning tests are administered at the end of each semester. Fifty-five seventh andeighthgradestudentswereidentifiedasneedingdailymath;aremedialcourseservinginplaceofaDirectedStudy/Remediation/Enrichment block. Twenty-nine seventh and eighth grade students were identified as needing dailyEnglish;aremedialcourseservinginplaceofaDirectedStudy/Remediation/Enrichmentblock.Twenty-fivepercentofoureighthgradersparticipateinanAdvancedEnglishcourseand37%participateinanAdvancedSciencecourse.Approximately37%ofthestudentsareenrolledinforeignlanguageclasses.AlongwithPhysicalEducation,Art,andMusicclasses,anumberofelectiveofferingscompletethestudents’schedules.After-schoolclubs,teams,andmusic/artprogramsareoffered toall students;bookclub,yearbookclub,debate team,JamesFarmerScholars,NationalJuniorHonorSociety,studentcouncilandafullrangeofsportsfor7thand8thgradersareamongthemanyofferings.Thirty-seven percent of our student population is identified asEconomicallyDisadvantagedwith fourteen currentlyidentifiedhomelessstudents.With10%ofstudentsrequiringIEPs,variousspecializedandintensiveSpecialNeedsProgramsandclassroomaccommodationssupportinstruction.With4.5%EnglishSpeakersofOtherLanguages,we offerseparateEnglishLanguageLearnerclassesfromatrainedESOLteacherinadditiontotheircoreacademicclasses.

StudentsatBattlefieldMiddleSchoolareprovidedwith instructionandassessment that is rigorousand relevant inordertopreparestudentstoapplyknowledgetoproblemsolvingbothnowandinthefuture.Anemphasisisplacedondevelopingmutuallyrespectfulrelationshipsinandamongstudents,staff,parents,andthecommunity.Ourmaingoalsaretoensureinstructionalpracticesincorporatelearningactivitiesthattakeintoaccountdifferencesinlearningstyles;teachers,parents,studentsandthecommunitysharetheresponsibilityforthesupportoftheschool’smission;andtorememberthateachstudentisavaluedindividualwithuniquephysical,social,emotional,andintellectualneeds.


OurprioritiesatBattlefieldMiddleSchoolforFY2015willincludethefollowing:InstructionalstaffmemberswillcontinueastrongfocusonPLC(ProfessionalLearningCommunities).Thesecollaborativepartnershipswillfocusonplanningengaginglessonscenteredonbestinstructionalpractices,datacollectionandanalysis,andstructuringextensionandremediationactivitiesbaseduponstudentperformance.InstructionalteamswillengageinPST(ProblemSolvingTeams)to identifyeffective interventions for studentsat-risk foracademic,attendance,and/orbehavioral concerns. Theseteamswillprovideandmonitortieredinterventionsforstudents. InFY2015,BattlefieldMiddleSchoolwillcontinueto implementPBIS (PositiveBehavioral InterventionsandSupports),a framework forassistingschoolpersonnel inadoptingandorganizingevidence-basedbehavioralinterventionsintoanintegratedcontinuumthatenhancesacademicandsocialbehavioroutcomesforallstudents.WewillcontinueourstrongemphasisonimprovingliteracyandreadinginstructionforourstudentsusingScholastic’sREAD180programaswellasFailureFreeReading.Wewillstrengthenourinclusionaryeducationalpracticeswithanincreaseinthenumberofstudentswithdisabilitiesservedininclusivesettingswheneverpossible.Wewillexpandprogramsandinitiativestocommunicatetheimportanceofregularschoolattendance and to foster increased parental involvement and engagement. Wewill continue to provide additionalacademic supports for students and staff in an effort to address underperforming students in the areas ofEnglishandMathematics.Thecurriculumwillbeenhancedandenrichedwiththeregularsupportofinstructionaltechnology.Opportunitiesforprofessionalgrowthanddevelopmentwillbeprovidedforteachersinanefforttoenhancetheircurrentpractices.





%Change


BudgetAdoptedBudget


Total 7,522 14,183 9,458 10,264 8,652 (1,612) -15.71%

OTHER CHARGES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 10,232 11,439 11,153 12,963 12,963 - -300 CAREER AND TECHNICAL ED 587 590 602 683 683 - -

Total 10,819 12,029 11,755 13,646 13,646 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 89,825 96,041 86,930 57,339 70,178 12,839 22.39%200 SPECIAL EDUCATION 3,957 3,405 995 - 1,000 1,000 -300 CAREER AND TECHNICAL ED 5,993 4,922 4,917 4,926 4,926 - -400 GIFTED AND TALENTED ED 1,245 1,257 1,238 1,244 1,244 - -

Total 101,021 105,625 94,081 63,509 77,348 13,839 21.79%


Total - - - 21,854 - (21,854) -100.00%

100 LOCAL 107,579 121,663 107,540 102,420 91,793 (10,627) -10.4%200 SPECIAL EDUCATION 3,957 3,405 995 - 1,000 1,000 -300 CAREER AND TECHNICAL ED 6,581 5,512 5,519 5,609 5,609 - -400 GIFTED AND TALENTED ED 1,245 1,257 1,238 1,244 1,244 - -

Total 119,362 131,837 115,293 109,273 99,646 (9,627) -8.8%

BATTLEFIELD MIDDLE



Chancellor Middle School Principal – Cynthia Franzen


ChancellorMiddleSchoolserves845studentsingrades6,7,and8.Ingrades6and7,studentshavetheopportu-nitytotakeavarietyofrequiredandelectivecourses.Theacademicprogramiscomplementedbyanumberofclubsandafter-schoolprogramsincludinganathleticprogramthatoffersall7thand8thgradestudentstheopportunitytoparticipateinasport.With10%ofstudentshavingIEPs,weofferinclusive/co-teachingsettingsandotherspecializedneed-basedprograms.Inaddition,allstudentswhoareenrolledinMath6andEnglish6receiveinstructioninthoseclassesonadailybasis.ScienceandSocialStudiesaretaughtonasemesterbasisforall6thgradestudents.Thisprovidesa“lightenedload”ofacademicclassesforthosestudentsastheytransitionintomiddleschool.Also,studentswhodemonstratesignificantneedsinReadingandMathareprovidedadditionalinstructioninthoseareas.

ChancellorMiddleSchoolisagrowingcollaborativeorganizationthatfocusesontheacademic,social,andemotionalneedsofallstudentswithinasafeenvironment.Theprimarygoalsaretocontinuouslyincreaserigorinourinstruc-tionalprogram,developcriticalthinkersandwriters,andtosupportthedemandsof“thewholechild”asheorsheispreparedtobesuccessfulinaglobalsociety.Appropriateprofessionaldevelopmentopportunitiesarefocusedonprovidingrelevant,hands-onmathematicsinstruction,integratingtechnology,andfosteringanunderstandingofthemiddleschoolchildinourcommunity.

Ourschoolisarichlydiversifiedcommunitywithjustover45%ofstudentsrepresentingminoritygroups;37ofourstudentsareclassifiedasEnglishLanguageLearnerswithmanymorespeakingasecondlanguage.Wealsohaveapproximately43%ofourstudentswhoareeconomicallychallenged.


FortheFY2014-2015schoolyear,ourgoalistocontinuetosupportstudentachievementthroughtheofferingofanappropriatemiddleschoolprogramthatmeetstheneedsofeverylearner.Throughlargeandsmallgroupinstruc-tion,aswellasprovidingsupportinskilldevelopmentthroughgeneraleducationandspecialeducationservices,theschoolwillcontinuetocreateenrichment,modifications,extensions,andaccommodationsforallstudents.Fundswillsupportadditionalmathematicsandreadingintervention,aswellasincreasedsupportforstudentswithdisabili-ties.Asour“at-risk”populationcontinuestogrow,somustourstrategiesandmethodologyinprovidingrigorandrelevancetoinstruction.Theschoolalsoseekstoincreasethenumbersofstudentswhoparticipateinhigherlevelmathcoursesandaregiventhesupportneededtoexceedtheirpotential.Plansarealsoinplacetoimprovemasterschedulingproceduresinordertomaximizethepotentialofthetotalinstructionalprogramwhilemeetingtheneedsofeverystudent.





%Change


BudgetAdoptedBudget


Total 14,573 7,686 17,470 14,428 14,728 300 2.08%


Total 9,322 9,545 8,219 10,318 10,318 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 75,052 96,625 76,480 58,296 69,412 11,116 19.07%200 SPECIAL EDUCATION 3,614 3,033 868 - 975 975 -300 CAREER AND TECHNICAL ED 6,033 5,322 4,438 4,587 4,587 - -400 GIFTED AND TALENTED ED 1,262 1,229 1,291 1,300 1,300 - -

Total 85,962 106,209 83,076 64,183 76,274 12,091 18.84%


Total - - - 22,232 - (22,232) -100.00%

100 LOCAL 98,948 113,857 102,170 105,274 94,458 (10,816) -10.3%200 SPECIAL EDUCATION 3,614 3,033 868 - 975 975 -300 CAREER AND TECHNICAL ED 6,033 5,322 4,438 4,587 4,587 - -400 GIFTED AND TALENTED ED 1,262 1,229 1,291 1,300 1,300 - -

Total 109,858 123,440 108,766 111,161 101,320 (9,841) -8.9%

CHANCELLOR MIDDLE



Freedom Middle School Principal – Alan Jacobs


FreedomMiddleSchool(FMS)serves870studentsingrades6,7,and8.StudentsareassignedtoteamsateachgradelevelforEnglish,math,socialstudiesandscience.Studentsmayalsotakeelectiveclassesinfinearts,musicandtechnology.The6thgradescheduleisadjustedsothatmathandEnglishareofferedeverydayandstudentsreceiveoneelectiveunlesstheyaretakinganadvancedlevelmathclass.Inthatinstancetwoelectivesmaystillbetaken.FMShasbeenfullyaccreditedforStandardsofLearningsinceweopenedin2003andachievedAdequateYearlyProgress(AYP)undertheNCLBguidelines5oflast6years.Ourschooloffersspecialneedsservicesforstudentswithlearningdisabilities,behavioraldisabilities,autism,severelearningdisabilitiesandmulti-handicaps.Tendifferentsportsareofferedthroughouttheschoolyearandcompeteagainstothercountyschools.Currently,over44%ofourstudentsrepresentminoritygroupswith30%ofourstudentsreceivingfree/reducedfoodservices.

FMSisacollaborativeorganizationthatencouragesteamanddepartmentlevelplanning,creativeandengaginginstruction,andincorporationofappropriatetechnologyintheclassroomwhilemaintaininganurturingandstructuredenvironment.Wewillalsoprovideextensiveremediationforstudentsnotmeetingbenchmarkstandardsanddevelopwaystoserveunderachievingstudentsneedingintervention.FMSisproudofthefactthattheschoolhasreceivedtheGovernor’sawardforacademicperformanceonthreedifferentoccasions.FMShasreceivedtheBlueRibbonMusicSchoolAwardsixtimessince2003oncein2007andforthelastfiveconsecutiveyears(2010-2014).WeareoneofonlysevenmiddleschoolsinthestateofVirginiatoaccomplishthisachievement.


Ourgoalsforthe2014-2015schoolyeararetocontinuetomaintainfullSOLaccreditationforthestateofVirginia.Wealsoplantoreducethefailurerateineachtestingsubgroupbyatleast10%andtoreducethedisciplinereferralsby10%.Toassistinmeetingthosegoals,areadingprogramisbeingpilotedforselectedstudentsinallgradelevels.Alsoseveralmathclassesingrades7and8receivedanadditionalblockofinstruction.Anewbehaviorsupportprogramcalled“PositiveBehaviorInterventions&Supports”beganthisyeartoencourageandrewardpositiveschoolbehaviors.Parttimemathassistantshavealsobeenhiredtoassistteachersinhighneedclassrooms.Withteachercollaboration,planningandanalysisofstudentassessmentweexpecttoseeincreasedlearningandachievementbyallofourstudents.





%Change


BudgetAdoptedBudget


Total 7,904 10,234 10,077 13,472 14,062 590 4.38%


Total 11,645 6,886 8,415 9,630 9,630 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 86,281 103,739 66,044 60,263 71,562 11,299 18.75%200 SPECIAL EDUCATION 5,485 4,147 1,273 - 1,075 1,075 -300 CAREER AND TECHNICAL ED 5,447 4,597 4,581 4,586 4,586 - -400 GIFTED AND TALENTED ED 1,314 1,193 1,369 1,321 1,091 (230) -17.41%

Total 98,528 113,676 73,267 66,170 78,314 12,144 18.35%

CAPITAL OUTLAY Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL - - 12,934 - - - -

Total - - 12,934 - - -


Total - - - 22,318 - (22,318) -100.00%

100 LOCAL 105,830 120,859 97,470 105,683 95,254 (10,429) -9.9%200 SPECIAL EDUCATION 5,485 4,147 1,273 - 1,075 1,075 -300 CAREER AND TECHNICAL ED 5,447 4,597 4,581 4,586 4,586 - -400 GIFTED AND TALENTED ED 1,314 1,193 1,369 1,321 1,091 (230) -17.4%

Total 118,077 130,797 104,693 111,590 102,006 (9,584) -8.6%

FREEDOM MIDDLE



Ni River Middle School Principal – Veronne Davis


NiRiverMiddleSchool(NRMS)serves730studentsingrades6,7and8.NRMSoffersabroadarrayofcoursesandprogramsdesignedtomeetthedevelopmentalandeducationalneedsofmiddleschoolstudents.ThegoalatNRMSistocontinuouslymaintainalevelofexcellencebyprovidingon-goingprofessionaldevelopmenttraining,developinginterdisciplinaryteams,andenrichedacademicprograms.Withelevenpercent(11%)ofstudentsreceivingspecialeducationservicesandtwenty-threepercent(23%)ECD,weofferspecializedinterventionsinReading,AlgebraReadiness,ResponsetoInterventionandotherExtensionClasses.

OurmissionatNiRiveristosupporteverystudentinmasteringallcurriculumstandardswhiledevelopingpersonalandcommunityresponsibility.

Theschoolisdesignedusingateam-basedmiddleschoolmodelwithstudentsassignedtoateamofcoreteachersinsixthgradeandgradelevelteamsinseventhandeightgrades.Weutilizeacollaborativemodelinvolvingteachers,parents,andadministratorsinhelpingtomeettheacademic,social,andemotionalneedsofallstudentsastheyadvancethroughmiddleschool.NRMSpromoteshighacademicrigorasindicatedinseveralprograminitiativesandSOLrecognitions,andhasreceivedtheGovernor’sSealforAcademicExcellence,IntelSchoolofDistinctionHonorsandVDOESchoolofSuccess.Science,Technology,EngineeringandMath(STEM)isamodelprogram.STEMactivitiesprovideenrichmentandteambuildingopportunitiestopreparestudentsfortheirfuture.TheentireschoolisactivelyinvolvedintheSchoolImprovementProcess.Throughacontinuouscollaborativeeffort,theacademicandsocialneedsofeachstudentaresupportedbyextensiveprofessionaldevelopmentandtraining,valuableremediationprograms,andactivelearningpracticesbasedontheintegrationoftechnologyandhands-oninstruction.


OurcurrentgoalatNRMSistofocusonimplementingeffectiveinstructionalservicesbyfocusingonremediation/interventionprograms,enrichment,bestinstructionalpractices,schoolwideprofessionaldevelopmenttraining,attendanceincentives,communityoutreachprograms,andoverallstudentwellness.Throughthecontinuouscol-laborativeeffortofgeneralandspecialeducationteachers,contentspecialist,andtheadministrativestaff,theschoolwillcontinuetocreateenrichmentprogramsthataccommodatetheneedsofallstudents.Inparticular,school-widementoringandPositiveBehaviorInterventionandSupports(PBIS)programshavebeendevelopedwithanemphasisonprovidingasupportiverelationshiptostudents.ThebudgetwillalsosupportoureffortstomaintainfullaccreditationandmeetallAMO’s.Fundswillsupportgradelevelinitiatives,theprofessionaldevelopmentplan,andactivitiesthatsupportteaching,learning,andtechnology.





%Change


BudgetAdoptedBudget


Total 6,321 7,089 7,667 6,978 7,297 319 4.57%

OTHER CHARGES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 17,218 17,230 16,933 18,640 19,302 662 3.55%

Total 17,218 17,230 16,933 18,640 19,302 662 3.55%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 71,341 77,838 70,270 46,654 55,815 9,161 19.64%200 SPECIAL EDUCATION 5,472 4,564 1,197 - 1,190 1,190 -300 CAREER AND TECHNICAL ED 5,562 4,005 4,611 4,614 4,614 - -400 GIFTED AND TALENTED ED 1,126 1,030 1,047 1,052 1,052 - -

Total 83,500 87,437 77,126 52,320 62,671 10,351 19.78%


Total - - - 19,484 - (19,484) -100.00%

100 LOCAL 94,881 102,157 94,871 91,756 82,414 (9,342) -10.2%200 SPECIAL EDUCATION 5,472 4,564 1,197 - 1,190 1,190 -300 CAREER AND TECHNICAL ED 5,562 4,005 4,611 4,614 4,614 - -400 GIFTED AND TALENTED ED 1,126 1,030 1,047 1,052 1,052 - -

Total 107,040 111,756 101,726 97,422 89,270 (8,152) -8.4%

NI RIVER MIDDLE



Post Oak Middle School Principal – Karen Foster


PostOakMiddleSchoolcurrentlyserves801studentsingrades6,7and8.Studentsareabletochoosefromavarietyofcoursesandprogramstomeetthedevelopmentalandeducationalneedsofmiddleschoolstudents,inordertopreparethemfortheirfuture.InadditiontoEnglish,Mathematics,Science,Technology,SocialSciencesandtheArts,anemphasisonstudentachievementandgrowthintheareasofliteracy,numeracyandpositivebehavioriscommunicatedandsupportedbyallstaff.ThegoalofPOMSistoincreaseourlevelofexcellencethroughon-goingprofessionaldevelopmenttraining,providingenrichmentandprojectbasedlearningopportunitiestostudents,andtoengageourcommunityinourstudents’educationalexperience.With48.65%ofstudentsreceivingfreeandreducedlunchand11%receivingspecialeducationservices,weofferspecializedinstructiontomeeteachlearnersuniqueneedsthroughavarietyofprogramstoincludeAlgebraReadiness,Read180(ReadingIntervention)Math180(MathIntervention)andMathandEnglishafterschoolP.R.E.P.(ProvidingRemediation,EvaluatingProgress).

OurmissionatPostOakMiddleSchoolistoempower,encourageandprepareallstudentstoexcelinadynamicglobalsociety.Inordertomeetourmission,staffcollaboratesandplansthroughprofessionallearningcommunitieswithafocusonstudentgrowth.Inadditionallstaffiscommittedtosupportingstudentneedsasacontributingmem-berofoneofourcommitteesfocusingon,Literacy,SchoolImprovement,CommunityOutreachorPositiveBehavior.

Throughasharedvisionandthefundamentalbeliefthatallstudentscanlearn,achieveandsucceed,thestaffandcommunityofPostOakwillcontinuetoworkinacaring,supportiveandcreativemannersupportcollegeandcareerreadiness.


PostOakMiddleSchooliscommittedtoincreasingstudentopportunitiesandgrowthatalllevelsthroughtheuseofresearchbasedinstructionalstrategies,interventionandenrichment,communityoutreach,andprovidingprofessionaldevelopmentalignedwithschoolimprovementanddivisiongoals.Ourcommitmenttoprepareourstudentsfortheirfuturesupportsgrowthinacademicexcellenceandsocialresponsibility.Allocatedfundsandthepracticeoffiscalresponsibilitywillserveasameansofprovidingtheresourcesandprofessionaldevelopmentrequiredtoincreasestudentsuccessasweworktogethertomaintainaccreditation,makeAMOandprepareourstudentsfortheirfuture.





%Change


BudgetAdoptedBudget


Total 11,147 12,783 14,142 14,929 15,229 300 2.01%


Total 9,348 9,062 8,461 8,770 8,770 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 70,577 83,118 69,680 52,838 62,200 9,362 17.72%200 SPECIAL EDUCATION 3,540 2,783 928 - 950 950 -300 CAREER AND TECHNICAL ED 5,394 4,579 5,506 4,586 5,510 924 20.15%400 GIFTED AND TALENTED ED 1,089 1,134 1,149 1,160 1,160 - -

Total 80,600 91,614 77,262 58,584 69,820 11,236 19.18%


Total - - - 20,571 - (20,571) -100.00%

100 LOCAL 91,072 104,963 92,283 97,108 86,199 (10,909) -11.2%200 SPECIAL EDUCATION 3,540 2,783 928 - 950 950 -300 CAREER AND TECHNICAL ED 5,394 4,579 5,506 4,586 5,510 924 20.1%400 GIFTED AND TALENTED ED 1,089 1,134 1,149 1,160 1,160 - -

Total 101,095 113,459 99,866 102,854 93,819 (9,035) -8.8%

POST OAK MIDDLE



Spotsylvania Middle School Principal – M. Lane Byrd


SpotsylvaniaMiddleSchoolserves806studentsingrades6,7,and8.Thecurrentpopulationincludes28%EconomicallyDisadvantaged,8%StudentswithDisabilities,4%LimitedEnglishProficient,92%Non-Hispanic,and 8%Hispanic.

SpotsylvaniaMiddleSchool,inpartnershipwithstudents,parents,andthecommunity,providesachild-centeredlearningenvironmentwithdata-driveninstructionwhichpreparesallstudentstoexcelinadynamicglobalsociety.SpotsylvaniaMiddleSchoolbelievesthathighachievementisdirectlyrelatedtoteacherswhoexhibitprofessionalism,knowledgeofsubjectmatter,enthusiasm,andnurturingqualities.Allstudentsshouldberespectful,courteous,andactiveparticipantsintheirlearning.Studentshavedifferentneedsandbenefitfromvariedprogramsandteachingstyles.Highexpectationsfromparentsandteachersencouragestudentstoberesponsibleandself-motivated.Aschoolthatprovidesawarm,safe,caringenvironmentisahavenforallstudents.Studentsbenefitwhenparents,teachers,andthecommunityworktogetherinpartnership.

Studentsareassignedtooneoftwoteamsinthe6thgrade.TheteamsarecomprisedofanEnglish,mathematics,science,andsocialstudiesteacher.Inordertotransitiontowardsahighschoolschedule,studentsingrades7&8arenotassignedtoteams.Studentsinallgradesareenrolledinthefourcoresubjectsandphysicaleducation.Allstudentsalsohavetheopportunitytoenrollinavarietyofexploratoryand/orelectivecoursesincludingworldlanguages,music,art,technologyeducation,family&consumersciences,andcomputerskills.Additionally,selectedstudentsmayenrollinavarietyofenrichmentandinterventioncoursessuchasReadingImprovement,AlgebraReadiness,EnglishforSpeakersofOtherLanguages,SCOPE(SpotsylvaniaCountyProgramforEnrichment),AdvancedEnglish,andAdvancedScience.Finally,acontinuumofeffectiveandindividualizedspecialeducationservicesisavailabletoidentifiedstudentswithdisabilities.Theacademicprogramiscomplementedbyanumberofclubsandafter-schoolactivitiesincludinganathleticprogramthatoffersawidevarietyofsports.


SpotsylvaniaMiddleSchooliscommittedtosoundinstructionalpracticesacrossalllearningspectrumsinordertomeettheneedsofallstudents.Lessonsaredesignedtoengagestudentsandmeettheneedsofadiversestudentpopulation.Ourprimarygoalscontinuetobeacademicexcellenceandsocialresponsibility.Recentprograminitiativesfocusonaprofessionallearningcommunity(PLC)approachformoreopencollaborationamongstaffmembersforhigherstudentachievement.Allocatedfundswillbeutilizedtoprovideneededresourcesaswellascurrentprofessionaldevelopmentforteacherssoastopromotestudentsuccessthroughresearch-basedinstructionalstrategies.





%Change


BudgetAdoptedBudget


Total 13,958 15,664 21,800 14,847 15,147 300 2.02%


Total 3,861 6,314 6,362 7,230 7,230 - 0.00%


Total 93,146 103,721 80,751 67,798 80,062 12,264 18.09%


Total - - - 22,468 - (22,468) -100.00%


Total 110,965 125,699 108,914 112,343 102,439 (9,904) -8.8%

SPOTSYLVANIA MIDDLE



Thornburg Middle School Principal – Kirk Tower


ThornburgMiddleSchoolisaruralmiddleschoolservingnearly700studentsingrades6,7,&8.Studentsareassignedtoteamsofteachers,whichpromotesa“teamingconcept”.Thisallowsteachers,students,andparentstodevelopstronginterpersonalrelationshipsthroughouttheschoolyear.Thistypeof“relationshipbuilding”providesstudentswithatleastonepositive,caringadultduringschoolhourswhichfurtherdevelopsresiliency.Thepositivestudent-adultrelationshipsareobservedthemomentyouenterTMSwithafriendly,helpfulgreeterdeskmemberwaitingtoserveyou,andtheTMS“WallofFame”featuringstudents’picturesrecognizedforreceivingpositivestudentreferralsandcharactereducationrecognitionsthroughouttheschoolyear.Thestrongacademicprogramiscomplimentedbyanumberofclubs,studentorganizations,andafter-schoolprogramsincludingacomprehensivemiddleschoolathleticprogram,musicprogram,andSOLremediationprogram.Additionalandmorecurrentinformationcanbefoundonourschoolwebsite.JamesFarmerScholars(JFS),NationalJuniorHonorSociety(NJHS),StudentCouncilAssociation(SCA),FutureBusinessLeadersofAmerica(FBLA),FutureCareerandConsumerLeadersofAmerica(FCCLA),andTri-M,ourmusichonorsociety,areafewofourstudentorganizationssupportedbythisfunding.Ourmusicprogramearned“BlueRibbonStatus”bytheVirginiaEducationMusicAssociationinthe2013-14schoolyear.

ThornburgMiddleSchoolservesadiversestudentpopulationwithjustoverthirtyfourpercentofthestudentsrepresentingminoritygroups;fifteenofourstudentsareclassifiedasEnglishLanguageLearners;twenty-fivepercentareAfrican-American;threepercentareAsian;ninepercentareHispanic;fourpercentareIndian;elevenpercentofourstudentsarereceivingsomeformofspecialeducationservicessuchasautism,intellectuallydisabled(formerTMRProgram),specificlearningdisability,severeemotionaldisturbance,andspeech-languageimpairmentincludingavarietyofspecialeducationrelatedservices;andmorethanthirtypercentofstudentsqualifytoreceivefree-reducedbreakfastandlunch.

OurMissionStatementistoprovidestudentswiththeskills,knowledge,andmotivationtobecomelife-longlearnersandproductivemembersofaglobalsociety.OurBeliefStatementsinclude(WeBelieve)allindividualshaveworthandcanlearn;apositive,safeschoolenvironmentpromoteslearning;theschool,theparents,andthecommunityshareresponsibilityforeducatingouryouth;self-esteemisfosteredbydignityandrespectforselfandothers;allstudentsneedtobeactiveparticipantsintheirlearningandshouldtakeresponsibilityfortheireducation;instructionalpracticesshouldaddresstheVirginiaStandardsofLearningandstudents’individualdifferencesandabilities;aneducationalenvironmentwithhighexpectationsinspiresallstudentstoacquiretheknowledge,skills,andattitudesto succeedinlife;allstudentsshouldpossess21stCenturytechnologicalskillstobeeffectivelearners/workersforthefuture.


OurgoalistocontinuetofullysupportstudentachievementofthestatemandatedStandardsofLearning(SOLs)inordertomeettheunique&specificneedsofalllearners.Thisbudgetwillalsosupportoureffortstoachieveannualstateaccreditationstandards,nationalaccreditationstandards,tomeetallFederalAnnualMeasurableObjectives(FAMOS),andtoincreasestatephysicalfitnessratingsofallofourstudents.OurspecificinstructionalfocusthisyearisonLiteracythroughtheconceptofProfessionalLearningCommunitiesorPLCs.Westudiedthetext CommonFormativeAssessment,AHandbookforPLC’satWorkbyDufour,Bailey,andJackicicin2013-14.WeareinoursecondyearofPBISorPositiveBehavioralInterventionsandSupports,implementingour3R’s-Respectful,Responsible,andReadiness.Innovativeandcreativeinterventionstrategies,includingourIntervention-Enrichment(IE)blockcalledJAGtimeandinterventionteachingandlearningmethods,arealsoexamplesofcriticalareassupportedbythisschoolfundingincludingthepurchaseofChromebooksforthe2014-15schoolyearwithallstudentshavingaGoogleaccount.Lastly,innovative&creativeinterventionteaching&learningmethodsareconstantlybeingstudiedandsupportedbyuseofourschoolfunds,includingimplementingaschoolwideliteracyplanandhowtobetterdifferentiateinstructionthroughourPLCspercontentarea,pergrade-level.





%Change


BudgetAdoptedBudget


Total 7,896 5,523 5,558 8,640 9,040 400 4.63%


Total 9,239 11,789 9,708 10,985 10,985 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 64,239 80,611 70,689 51,990 61,645 9,655 18.57%200 SPECIAL EDUCATION 4,672 3,395 1,105 - 1,280 1,280 -300 CAREER AND TECHNICAL ED 4,707 4,504 4,586 4,586 4,586 - -400 GIFTED AND TALENTED ED 971 1,198 1,035 1,035 1,035 - -

Total 74,589 89,708 77,415 57,611 68,546 10,935 18.98%


Total - - - 19,309 - (19,309) -100.00%

100 LOCAL 81,373 97,922 85,955 90,924 81,670 (9,254) -10.2%200 SPECIAL EDUCATION 4,672 3,395 1,105 - 1,280 1,280 -300 CAREER AND TECHNICAL ED 4,707 4,504 4,586 4,586 4,586 - -400 GIFTED AND TALENTED ED 971 1,198 1,035 1,035 1,035 - -

Total 91,723 107,019 92,681 96,545 88,571 (7,974) -8.3%

THORNBURG MIDDLE



Chancellor High School Principal – Jacqueline Bass-Fortune


ChancellorHighSchoolisoneoffivehighschoolsinSpotsylvaniaCounty.TheschoolislocatedinasuburbanareasouthwestofFredericksburg.Itcurrentlyhasapproximately1365students,ninety-twoteachers,fourcounselors,sevensecretaries,twolibrarians,twohealthandsafetyofficers,oneactivitiesdirector,onenurse,fourteenparaeducators,onITRT,oneinstructionalcoordinator,twoassistantprincipals,oneprincipal,andcountyfoodservice,contractedfoodserviceandcustodialemployees.Theethnicityofthestudentbodyisvaried:1%NativeAmerican/Alaskan,4%Asian,23%African-American,15%Hispanic,54%Whiteand3%unspecified.Ofourtotalpopulation,37%iseligibletoreceivefreeorreducedlunch.ChancellorHighSchool’smissionistoprovideacurriculumthatwillmeettheneedsofadiversestudentbody.Allstudentsareexpectedtoselectcoursesthatwillprovidethemwithintellectualchallenge,tobecomelifelonglearners,andtopartnerwithourcommunity.Thefacultyandadministrationstrivetocreateasafe,structured,andcaringenvironmentwhereallstudents,regardlessofinterestsorabilities,canlearn.ChancellorHighSchoolfocusesonculturalawarenessandcommunityinvolvementwhichwillenablestudentstostrivetonewheightsoflearning.


TheFY2015budgetwillcompelustobecomemorecreativewithourclassroomschedulingandinstructionwhileprovidingstudentstheopportunitytoundertakearigorousschedule.Utilizingourinstructionalfunds,webelievethatstudentsshouldcontinuetodevelopandhonetheirskillsinthecoreareasofmathematics,readingandwritingaswellasothercurricularsubjects.Resourcefulmeanswillbeadoptedinordertoofferremediationforthosestudentswhoareacademicallychallenged.ChancellorHighwillcontinuetoprovideforandencourageongoingstudentparticipationinvariousclubs,athletics,andotherextra-curricularactivitiesinorderforstudentstodevelopskillsinleadership,sportsmanship,friendshipaswellasfosteragreatersenseofcommunity





%Change


BudgetAdoptedBudget


Total 13,536 18,597 16,663 22,488 17,237 (5,251) -23.35%


Total 9,885 10,798 12,377 13,441 18,992 5,551 41.30%


Total 161,624 171,012 148,831 107,310 127,565 20,255 18.88%

CAPITAL OUTLAY Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL - 5,225 - - - - -

Total - 5,225 - - - -


Total - - - 35,810 - (35,810) -100.00%


Total 185,046 205,633 177,871 179,049 163,794 (15,255) -8.5%

CHANCELLOR HIGH



Courtland High School Principal – Larry Marks


CourtlandHighSchooloffersacomprehensiveandrigorousprogramofstudyforapproximately1,200studentsingrades9through12.Thediversifiedstudentpopulationis2%Asian,11%Hispanic,20%Black,and62%Whitewith9%ofstudentsidentifiedashavingdisabilities.SetinarapidlygrowingsuburbanareasouthwestofFredericksburg,Virginia,CourtlandsharesfacilitieswithSpotsylvaniaCareerandTechnicalCenterlocatedonthesamecampus.Theschooloperatesonanalternatingblockschedulewithfour80minuteclasseseachdayledbyhighlyqualifiedstaff.StaffmembersusetheProfessionalLearningCommunities,Read180,ScholasticMathInventory,ScholasticReadingInventory,LiteracyInitiative,andResponsetoInterventiontotargetareasinneedofimprovementandtoworkcollab-orativelytoincorporateeffectiveinstructionalstrategiesandcurrentassessmenttechniques.StaffassignsstudentstoCougarAMforremediationandenrichmentactivities.EighteenAdvancedPlacementcoursesareofferedwithatotalenrollmentof692.TheschoolisfullyaccreditedatboththestatelevelandundertheNoChildLeftBehindAct.Theschoolisalsorecognizedforofferingprogramsandalternativestoassisttraditionallyunderservedstudentsgraduateontime.CourtlandstudentsenjoyathleticsuccessinallVHSLeventsandparticipateinawidevarietyofvolunteerandcharitableactivities.StrongstudentgovernmentprovidesCourtlandstudentswithavoiceintheschool’svision.


BudgetallocationsforFY2015willagainbedirectedatincreasingtherateofon-timegraduationforallsubgroups.TheschoolisinneedofatleasttwoadditionalmathpositionsinordertoprovidedoubleblockingofAlgebraIandGeometrypartscoursesforstudentswhoarestrugglinginbothsubjects.Inparticular,theschoolimprovementplanidentifiesincreasingstudentperformancetomeetthefederalontimegraduationrate.Decisionstoexpendfundsremainsdecentralizedtothelevelwhereeducationalservicesaredelivered,morespecifically,theclassroom.Profes-sionaldevelopmentfundswilltargetincreasingunderstandinganduseofbestpracticestoreachspecialpopulationsandcontinuingwithliteracyinitiativeandteacherleadershipamongourteachingstaff.AlthoughCourtlandHSisawellconstructed34yearoldbuilding,wewillrequirereplacementofsomeequipmenttoprovidestudentsandfacultywithsafeandusefulfurnishings.Thereisaplantoexpendremedialfundsonidentifiedseniorsstillrequiringsuccess-fulcompletionofSOLteststograduateandotherundergraduatestrugglingstudentswhohavenotachievedpassingscoresonrequiredSOLassessments.





%Change


BudgetAdoptedBudget


Total 9,226 13,294 11,261 10,214 11,655 1,441 14.11%

OTHER CHARGES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 35,868 32,293 28,156 30,326 30,326 - -300 CAREER AND TECHNICAL ED - 1,503 1,926 1,983 1,983 - -

Total 35,868 33,796 30,082 32,309 32,309 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 98,537 119,504 106,263 73,929 89,831 15,902 21.51%200 SPECIAL EDUCATION 5,110 4,302 1,315 - 1,315 1,315 -300 CAREER AND TECHNICAL ED 17,907 21,964 19,173 16,455 16,456 1 0.01%400 GIFTED AND TALENTED ED 1,851 1,890 1,832 1,836 1,836 - -

Total 123,405 147,660 128,583 92,220 109,438 17,218 18.67%

CAPITAL OUTLAY Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 6,450 - - - - - -

Total 6,450 - - - - -


Total - - - 33,685 - (33,685) -100.00%

100 LOCAL 150,081 165,091 145,680 148,154 131,812 (16,342) -11.0%200 SPECIAL EDUCATION 5,110 4,302 1,315 - 1,315 1,315 -300 CAREER AND TECHNICAL ED 17,907 23,467 21,099 18,438 18,439 1 0.0%400 GIFTED AND TALENTED ED 1,851 1,890 1,832 1,836 1,836 - -

Total 174,949 194,750 169,927 168,428 153,402 (15,026) -8.9%

COURTLAND HIGH



Massaponax High School Principal – Joseph Pisani


MassaponaxHighSchoolhasbeenrecognizedin2014bytheWashingtonPostasoneofthetopschoolsintheDCareaforrigorandachallengingacademicprogram.OurbandprogramhasearnedbacktobackVirginiaStateHonorsBand,whichrequiresasuperiorratinginfallmarchingbandandspringconcertband.Massaponaxisaccreditedbythestateformeetingannualhigh-stakestestingandgraduationgoals.Ourprofessionallearningcommunityconsistsof1841students,138teachers,fivecounselors,oneprincipal,fourassistantprincipals,anInstructionalCoordinator,anActivitiesDirector,itinerantteachersandspecialservicesspecialists,andasupportstaffthatincludesinterpret-ersandsigningassistants,contractedcustodialandfoodserviceemployees,administrativesecretaries,bookkeeper,paraeducators,asystemsoperator,andschoolsecurityofficers.Ourstudentbodyincludesapopulationthatis90%non-Hispanicand9.83%Hispanic,28%economicallydisadvantaged,and4%limitedEnglishproficientand12%studentswithdisabilities.Instructionally,wecontinuetoworkonimprovingoursub-groupperformanceandgradu-ationratewhichwillremainsomethingweallneedtostayfocusedontohelpsupportallofourstudents.StudentsareofferedopportunitiesthroughourCommonwealthGovernor’sSchool,CareerandTechnicalCenter,andJuniorReserveOfficerTrainingCorpswiththeU.S.Army.Anintegralpartofoureducationalprogramistherichvarietyofco-curricularofferingssuchasDECA(DistributiveEducationClubsofAmerica),FBLA(FutureBusinessLeadersofAmerica),FFA(FutureFarmersofAmerica),NHS(NationalHonorSociety),TSA(TechnologyStudent’sAssociation),SEAL(StudentEnvironmentalActionLeague),SADD(StudentsAgainstDestructiveDecisions)clubs,and18varsitysportsteamsthatincludejuniorvarsityandfreshmanlevels.MassaponaxHighSchooloffersavarietyofclubactivi-tiesthatwillenrichthetotalstudentexperience.


OurbudgetprioritiesforFY2015focusoninstructionalmaterialsandsupplies,professionaldevelopment/improve-ment,newandreplacementequipment,purchasedservices,schoolsupportsupplies,remediation,andtechnologyequipment.Whilewehavemadecontinualimprovementgoalseachyear,wefacethechallengeofmeetingAYPobjectiveseachyear.Inordertoimproveperformanceforallstudents,butparticularlystudentswithdisabilitiesinEnglishandmathperformance,providingteachersandstudentswiththematerialsandsuppliestheyneedintheclassroomremainsourtoppriority.Continualimprovementinourteachingstrategiesisaccomplishedthroughourstrongcommitmenttoprovidingteacherswithschool-basedprofessionaldevelopment.Nothingcomparesinimprov-ingstudentachievementtohavingnotonlythebestteacherswecanhire,butastrongeffortthroughprofessionaldevelopmenttokeepthemupdatedwiththelatestresearchtohelpreachallstudents.Providingourfaculty,studentsandstaffwiththeequipment,suppliesandtechnologytonotonlymaintainourcurrentsuccesses,buttocontinuallyimproveinallareasremainsofhighbudgetarypriorityatMassaponaxHighSchool.Supportinfundingremediationprogramsandinitiativesisanintegralpartofpreparingstudentsforhighstakestestingrequiredforverifiedcreditsandgraduation.





%Change


BudgetAdoptedBudget


Total 19,408 13,465 13,900 33,265 15,731 (17,534) -52.71%

OTHER CHARGES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 21,784 25,846 27,841 13,786 35,120 21,334 154.75%200 SPECIAL EDUCATION 3,565 3,294 1,698 - 1,032 1,032 -

Total 25,349 29,140 29,539 13,786 36,152 22,366 162.24%


Total 186,917 212,000 165,322 125,106 144,554 19,448 15.55%


Total - - - 43,039 - (43,039) -100.00%


Total 231,674 254,605 208,761 215,196 196,437 (18,759) -8.7%

MASSAPONAX HIGH



Riverbend High School Principal – Troy Wright


RiverbendHighSchoolwasestablishedin2004andquicklygrewfrom1350to1850students.Riverbendusesthestrengthofteamworktoprovideasafe,spiritedandsupportiveenvironment.Withastrongemphasisplacedoncollaboration,educationalgoalsandideasareshapedbyparticipatorygovernanceandcommunityinvolvementandaredesignedtodevelop,fosterandpromotestudentachievement.RiverbendconsistentlymeetsandexceedsstateandfederalaccreditationstandardsthroughprogressiveandpersonalizedlearningenvironmentsstaffedwithhighlyqualifiedandNationallyBoardcertifiedteachers.GraduatesofRiverbendhavemadesuccessfultransitionsintothecountry’stopIvyLeagueuniversities,militaryacademies,andallwalksoflife.Riverbendenjoysaremarkablereputa-tionforacademicexcellence.


FiscalprioritiesfortheFY2015budgetincludeprotectinginstructionalfundsfortheclassroomwhilemaintaininglevelfundingfortransportation,telephoneandpurchasedservices.Thefocusofinstructionalfundswillbetosupportthecoreacademicareasensuringnecessaryresourcesforallstudentsenablingefficiencystrategiesregardingoverheadandotherfixedexpenses.Reducingoreliminatinganycoststhatdonotdirectlyaffecttheclassroomwilltakeonsignificantimportance.





%Change


BudgetAdoptedBudget


Total 17,201 19,211 22,208 18,397 7,333 (11,064) -60.14%

OTHER CHARGES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 33,472 38,019 29,631 30,450 27,000 (3,450) -11.33%

Total 33,472 38,019 29,631 30,450 27,000 (3,450) -11.33%


Total 188,480 200,958 173,184 130,370 169,391 39,021 29.93%


Total - - - 44,804 - (44,804) -100.00%


Total 239,153 258,188 225,024 224,021 203,724 (20,297) -9.1%

RIVERBEND HIGH



Spotsylvania High School Principal – Russell Davis


SpotsylvaniaHighSchoolservesthecommunitiesofsouthernSpotsylvaniaCounty.Theschoolhousesgrades9-12withanapproximateenrollmentof1,120students.Thedailystudentattendancerateis93.12%formalesand93.46%forfemales.Ourstudentpopulationissupportedby86teachers,27supportstaff,anActivitiesDirector,CertifiedAthleticTrainer,InstructionalCoordinatorand2administrators.TheacademicandcareertechnologyprogramsatSpotsylvaniaHighSchoolaregearedtoawiderangeofvocationalandprofessionalopportunities.CareertechnologyclassesaretaughtinthehighschoolandattheSpotsylvaniaCareerandTechnicalCenter.Studentsareencouragedtoselectrigorouscoursesthatwillprovideanintellectualchallengeandwillbetterpreparethemforfutureeducationalandcareerpursuitsbeyondhighschool.Toguidetheindividualstudent,aFourYearEducationalPlanisdevelopedingrade8andreviewedyearlywiththestudentandparentduringannualschedulingconferencesconductedbythecounselors.Courseselectionsincludegeneralcorecourses,multipleelectivesinSocialStudies,Science,Math,FineArts,PhysicalEducation,AgricultureEducation,AdvancedPlacementclasses,aswellasDuelEnrollmentopportunities.SpotsylvaniaHighSchoolalsoprovidesanon-linerecoveryinstructionalprogramforstudentswhoneedadditionalcourseworktocompletegraduationrequirementswiththeircohort.Ourinstructionalprogramsareenhancedwithacreative55minuteFlexscheduleforlunchthatenablesstudentstoreceiveadditionalsupport,participateinclubs,intramuralsports,aswellasaccesstocomputerlabsandlibrary.Inadditiontoourstandardacademicprograms,SpotsylvaniaHighSchoolhousesaCommonwealthGovernorsSchoolandanaward-winningArmyJROTCprogram.Tohelpdevelopawell-roundedstudent,SpotsylvaniaHighSchooloffersmanycurriculum-basedclubsaswellassocialandserviceorientedclubs.Inaddition,ourstudentsareofferedtheopportunitytoparticipatein32JuniorVarsityandVarsityAthleticTeams,4academicteams,aswellasouraward-winningMarchingBandthatwasrecentlynamesasVirginiaHonorBand.


TheFY2015budgetwillbeachallengetoSpotsylvaniaHighSchoolandourlocalSchoolBoard.DuetothecurrentdifficulteconomicsituationofournationaleconomyandStateofVirginia,wemustbecomeveryconscienceofhowweallocateavailableresourcestomaintainthesamelevelofsuperiorservicetoourcommunity.Whilethefocuswillremainonprovidingarigorousacademicprogramthatchallengesandinspiresourstudentpopulation,wemustalsoexaminealloptionstoreducevariablecostandreallocatefixedcosttomaximizeeffectiveness.Whilechangeisinevitable,non-negotiableitemssuchasschoolsafety,instructionalprograms,andessentialstudentandemployeeservicesmustbeparamount.Inaddition,wemustalsobepreparedtomeettheneedsofourgrowingeconomicdisadvantagedstudentpopulation.Morethanever,theneedforcommunitysupportiscriticaltoourabilityofprovidingahighqualityeducationtoourstudents.





%Change


BudgetAdoptedBudget


Total 6,303 6,262 6,722 11,461 11,761 300 2.62%

OTHER CHARGES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 30,896 31,130 25,952 23,807 23,807 - -300 CAREER AND TECHNICAL ED - 1,410 7,050 8,027 8,027 - -

Total 30,896 32,539 33,002 31,834 31,834 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 117,764 129,674 104,005 73,796 90,440 16,644 22.55%200 SPECIAL EDUCATION 8,602 6,373 2,079 - 1,990 1,990 -300 CAREER AND TECHNICAL ED 16,772 17,168 17,182 14,345 14,345 - -400 GIFTED AND TALENTED ED 1,968 817 970 1,714 1,714 - -

Total 145,106 154,032 124,236 89,855 108,489 18,634 20.74%


Total - - - 33,288 - (33,288) -100.00%

100 LOCAL 154,963 167,065 136,680 142,352 126,008 (16,344) -11.5%200 SPECIAL EDUCATION 8,602 6,373 2,079 - 1,990 1,990 -300 CAREER AND TECHNICAL ED 16,772 18,577 24,232 22,372 22,372 - -400 GIFTED AND TALENTED ED 1,968 817 970 1,714 1,714 - -

Total 182,305 192,833 163,961 166,438 152,084 (14,354) -8.6%

SPOTSYLVANIA HIGH





%Change


BudgetAdoptedBudget

PURCHASED SERVICES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 4,289 3,467 2,447 - - - -300 CAREER AND TECHNICAL ED 4,741 1,160 1,931 9,664 9,964 300 3.10%

Total 9,030 4,627 4,379 9,664 9,964 300 3.10%

OTHER CHARGES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change300 CAREER AND TECHNICAL ED 6,265 10,749 9,385 9,085 9,085 - -

Total 6,265 10,749 9,385 9,085 9,085 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 1,536 - 815 3,319 3,319 - -300 CAREER AND TECHNICAL ED 75,925 71,350 69,929 46,072 54,712 8,640 18.75%400 GIFTED AND TALENTED ED 1,776 1,524 975 975 975 - -

Total 79,237 72,875 71,718 50,366 59,006 8,640 17.15%

DEBT SERVICES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change300 CAREER AND TECHNICAL ED - - - 17,279 - (17,279) -100.00%

Total - - - 17,279 - (17,279) -100.00%

100 LOCAL 5,825 3,467 3,262 3,319 3,319 - -200 SPECIAL EDUCATION - - - - - - -300 CAREER AND TECHNICAL ED 86,931 83,259 81,245 82,100 73,761 (8,339) -10.2%400 GIFTED AND TALENTED ED 1,776 1,524 975 975 975 - -

Total 94,532 88,250 85,482 86,394 78,055 (8,339) -9.7%

CAREER AND TECHNICAL EDUCATION

Spotsylvania Career and Technical Center Principal – Lee Browning


Careerandtechnicaleducationbeginsinthemiddleschoolwithexploratoryprogramsthatareofferedinthreeprogramareas:business,technology,andworkandfamilystudies.Atthislevel,sixthgradestudentscanchoosetotakenine-weekexploratoryclassesinanyorallfourareas.Intheseventhandeighthgrades,studentscanchoosetotakesemesterclasses.

Eachhighschooloffersprogramsinagriculture,business,marketing,technologyandfamilyandconsumersciences.Thesecoursesaresingleperiodsandareavailabletostudentsingrades9through12.AnotheroptionforvocationaleducationisavailableattheSpotsylvaniaCareerandTechnicalCenter.JuniorandseniorstudentsfromallhighschoolsmayelecttoattendclassesatSCTC.Theseclassesaredailytwoblocks,four-creditclassesandarehighlyspecialized.Classesaretaughtintwobroadprogramareas;HealthandTrade/IndustrialPrograms.Healthprogramsinclude:dentalcareersandpracticalnursing.TradeandIndustrialEducationprogramsinclude:airconditioningandrefrigeration,autobody,automechanics,carpentry,cosmetology,culinaryarts,drafting,electricity,electronics,graphiccommunications,masonryandradio/televisionbroadcasting.


RecenttraininginitiativeshavefocusedonintegratingtheVirginiaStandardsofLearningintotheCareerandTechnicalcurriculum.ThebiggestchallengefacingCareerandTechnicaleducationiskeepingcompetencies,equipment,andfacilitiescurrenttomeettheneedsofemployersinourregion,state,andnation.Inkeepingwiththischallenge,equipmentupgradeshaveoccurredatalllevels.





%Change


BudgetAdoptedBudget

PURCHASED SERVICES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 4,289 3,467 2,447 - - - -300 CAREER AND TECHNICAL ED 4,741 1,160 1,931 9,664 9,964 300 3.10%

Total 9,030 4,627 4,379 9,664 9,964 300 3.10%

OTHER CHARGES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change300 CAREER AND TECHNICAL ED 6,265 10,749 9,385 9,085 9,085 - -

Total 6,265 10,749 9,385 9,085 9,085 - 0.00%

MATERIALS & SUPPLIES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change100 LOCAL 1,536 - 815 3,319 3,319 - -300 CAREER AND TECHNICAL ED 75,925 71,350 69,929 46,072 54,712 8,640 18.75%400 GIFTED AND TALENTED ED 1,776 1,524 975 975 975 - -

Total 79,237 72,875 71,718 50,366 59,006 8,640 17.15%

DEBT SERVICES Actual Actual Actual Adopted BudgetAdopted Budget$ Variance % Change300 CAREER AND TECHNICAL ED - - - 17,279 - (17,279) -100.00%

Total - - - 17,279 - (17,279) -100.00%

100 LOCAL 5,825 3,467 3,262 3,319 3,319 - -200 SPECIAL EDUCATION - - - - - - -300 CAREER AND TECHNICAL ED 86,931 83,259 81,245 82,100 73,761 (8,339) -10.2%400 GIFTED AND TALENTED ED 1,776 1,524 975 975 975 - -

Total 94,532 88,250 85,482 86,394 78,055 (8,339) -9.7%

CAREER AND TECHNICAL EDUCATION



John J. Wright Educational & Cultural Center Principal - Terecia Gill


JohnJ.WrightEducationalandCulturalCenterisafacilitywithapproximately190studentsand75staffmembers.Thecenterhousespre-kindergarten,HeadStart,specialeducation,alternativeeducation,diplomacompletion,andGEDprograms.Thestudentpopulationrangesfromage2-22years.

ThestudentpopulationconsistsoffourGatewayAcademyclassesPrimaryGradeLevelclass(studentswithAutismSpectrumDisorders),3CourthouseAcademyclasses(PublicSeparateSchoolsupportingstudentswithemotionaldisabilitiesthroughtherapeuticsupports),6EarlyChildhoodSpecialEducation/Headstartclassrooms,6AlternativeEducationMiddleandHighSchoolclassroomsandtheGATES/GEDprogram.PhysicalEducationandArtclassesareprovidedaswellascorecurriculumsubjects.SpecialEducationservicesareavailableforspecialneedsstudents.


ItistheexpectationthattheFY2015budgetwillmaintainthelevelofservicescurrentlyprovidedatthecenter.Thebudgetisacombinationofstate,local,SpecialEducation,andHeadStartfunds.Theintentofthebudgetistofundeachprogramtobeself-sufficientfortheentireschoolyear.Eachprogrammanagestheirownallocationsandpurchaseorderrequests.Inthenextfiveyears,programsatJohnJ.WrightEducationalandCulturalCenterwillbeevaluatedtodeterminecurrentneedstoexpandserviceswhereneeded.



GRANT PROGRAMS

FEDERAL AND STATE PROGRAMS

Responsibilities

TheresponsibilitiesoftheFederalandStateProgramsDepartmentarethreefold.First,thedepartmentprovidesadministratorsandteacherswithsupplementalresources,humanandinstructional,tosupportandenhanceteachingandstudentlearningsothatallschoolsandtheschooldivisioncanmeetorexceedtheaccreditationandNoChildLeftBehind(NCLB)benchmarks.Second,thedepartmentprovidesparentswithresourcesandservicestohelptheirchildrensucceedinschoolandreachtheirpotential.Finally,thedepartmentensuresthatschoolsandthedivisioncomplywithallfederalandstateinstructionalandparentalregulations.

Mandates

•ElementaryandSecondaryEducationAct,NCLBlegislation. •IndividualswithDisabilitiesEducationImprovementAct. •RegulationsEstablishingStandardsforAccreditingPublicSchoolsinVirginia. •StewartMcKinneyVentoAct.



FEDERAL and STATECATEGORICAL GRANTS

Summary

Severalinstructionalactivitiessupplementtheregularprogramandarefundedbycertainfederalandstatecategoricalgrants.Thesegrantscannotbeusedtosupplantlocalfundingforcurrentprogramsandmayrequirealocalmatch.Thefundingsourcesandtitlesoffederalandstategrantsanticipatedareshownbelow.

GRANT FY 15 Adopted Budget

Adult Basic Education, Corrections & Institutions, English Literacy Civics Education 379,553 Carl Perkins Voc. & Tech. Ed. Act 267,000 Head Start Program 853,234 Impact Aid 121,164 ROTC Reimbursement 155,000 Title I - Part A (NCLB) 2,460,000 Title I - Part D 70,000 Title II - NCLB 433,558 Title III - Language Acquisition & Immigrant & Youth 135,000 Title VI-B - P. L. SPED School Age 4,130,000 IDEA - Part B, Section 619, SPED Preschool 85,000 IDEA - Part B, Interpreter Training & Evaluation 12,000 Build America Bond Subsidiary 129,598 Food Service 4,391,600

Federal Grants Sub Total 13,622,707

Food Service 215,279 Early Intervention 385,352 Algebra Readiness 223,404 Race to GED 66,917 General Adult Education 33,281 Mentor Teacher 12,020 Middle School Grant 20,000 Lead Coordinating Agency 102,296 Virginia Preschool Initiative 348,084 VPSA Technology Grant 804,000 Project Graduation 205,000

State Grants Sub Total 2,415,633

GRAND TOTAL 16,038,340



FY 14 FY 15Adopted Adopted $ % ChangeBudget Budget Variance Over FY 14

1000 SALARIES/WAGES 250,670$ 315,827 65,157 26.0%

2000 EMPLOYEE BENEFITS 28,235 32,800 4,565 16.2%

Personnel Related 278,905$ 348,627 69,722 25.0%

-

3000 PURCHASED SERVICES 29,713$ 14,993 (14,720) -49.5%

5000 OTHER CHARGES 4,948 4,241 (707) -14.3%

6000 MATERIALS & SUPPLIES 16,190 11,692 (4,498) -27.8%

Non-Personnel Related 50,851$ 30,926 (19,925) -39.2%

Total for Project 329,756$ 379,553 49,797 15.1%

Note: The FY 15 Adopted Budget includes both other revenue and grant funding.

FEDERAL and STATE CATEGORICAL GRANTSAdult Basic Education Funds

BudgetDescription

FinancialSummary

AdultBasicEducationFundsserveadultsinGEDpreparationandEnglishforSpeakersofOtherLanguages(ESOL).Theclassesareprovidedtwiceaweek,withmorningandeveningsessionsinfivelocalities.TheFederalGrantissupplementedwithstateandlocalmatches.TheCorrections&InstitutionsGrantisusedtoprovideforGEDinstruc-tionattheRappahannockRegionalJail.TheEnglishLiteracyCivicsEducationGrantsupportsprogramsthatinte-gratecivicseducationwithEnglidhlanguageliteracyinsructionandtheintegrationoftechnologyeducation.ThisFederalGrantissupplementedwithstateandlocalmatchingfunds.




1000 SALARIES/WAGES -$ - - 0.0%

2000 EMPLOYEE BENEFITS - - - 0.0%

Personnel Related -$ - - 0.0%

3000 PURCHASED SERVICES 51,000$ 51,000 - 0.0%

5000 OTHER CHARGES - - - 0.0%

6000 MATERIALS & SUPPLIES 202,383 202,383 - 0.0%

8000 CAPITAL OUTLAY 13,617 13,617 - 100.0%

Non-Personnel Related 267,000$ 267,000 - 0.0%

Total for Project 267,000$ 267,000 - 0.0%

FEDERAL and STATE CATEGORICAL GRANTSCarl D. Perkins Vocational and Technical Education Act

BudgetDescriptionBudgetDescription

ThepurposeoftheCarlD.PerkinsVocationalandTechnicalEducationActof1998isfourfold: •Tobuildontheeffortsoflocalitiestodevelopchallengingacademicstandards •Topromotethedevelopmentofservicesandactivitiesthatintegrateacademic,vocational,andtechnical instructionandthatlinksecondaryandpostsecondaryeducation •Toincreaselocalflexibilitytoprovideservicesandactivities •Todisseminatenationalresearchandtoprovideprofessionaldevelopmentandtechnicalassistancethatwill improvevocationalandtechnicaleducationprograms

FinancialSummary




1000 SALARIES/WAGES 511,779$ 554,192 42,413 8.3%2000 EMPLOYEE BENEFITS 239,219 261,119 21,900 9.2%


3000 PURCHASED SERVICES 778$ 9,276 8,498 1092.3%5000 OTHER CHARGES - 3,058 3,058 100.0%6000 MATERIALS & SUPPLIES 33,039 9,218 (23,821) -72.1%



1000 SALARIES/WAGES 1,000$ - (1,000) -100.0%2000 EMPLOYEE BENEFITS 77 - (77) -100.0%

Personnel Related 1,077$ - (1,077) -100.0%

3000 PURCHASED SERVICES 15,294$ 15,766 472 3.1%5000 OTHER CHARGES - 605 605 100.0%

Non-Personnel Related 15,294$ 16,371 1,077 7.0%


Grand Total 801,186$ 853,234 52,048 6.5%

HEAD START FED PART I

HEAD START FED PART II

FEDERAL and STATE CATEGORICAL GRANTSHead Start GrantBudgetDescriptionBudgetDescription

TheHeadStartProgramisaprogramoftheUnitedStatesDepartmentofHealthandHumanServicesthatprovidesfree,qualitycomprehensiveeducation,socialservices,andparent-communityinvolvementtochildrenfromlow-incomehouseholdsalloverAmerica.TheHeadStartProgramserveschildrenagesthreetofiveyearsofage.Ithelpschildrendevelopphysically,emotionally,intellectuallyandsocially.Itprovidesparenteducationandsocialservicessuchashomevisits,comprehensivehealthservices,nutrition,andpeersupportgroupsforparents.InordertoparticipateinHeadStart,thefamilyincomemustfallbelowthefederalpovertyline.Localprogramsareallowedtoserveupto10percentofthechildrenwithfamilyincomesoverthepovertyline.

FinancialSummary




REVENUE 246,740$ 121,164 (125,576) -50.9%

Total Revenue 246,740$ 121,164 (125,576) -50.9%

FEDERAL and STATE CATEGORICAL GRANTSImpact Aid GrantBudgetDescriptionBudgetDescription

UndertheImpactAidProgram(TitleVIIIoftheElementaryandSecondaryEducationAct),eachlocalityiscompensatedforfederallyconnectedchildrenwhoimpactaschooldistrict’sfinancialbasebecauseofmilitarybases,federalinstallationsorfederalactivitywithinandsurroundingtheirlocality.DuetothelargefederalandmilitarypresenceinVirginia,SpotsylvaniaCountyPublicSchoolslosesaportionofoperatingrevenuesthatwouldnormallybegeneratedthroughthecollectionoflocaltaxes.

FinancialSummary




REVENUE 155,000$ 155,000 - 0.0%

Total Revenue 155,000$ 155,000 - 0.0%

FEDERAL and STATE CATEGORICAL GRANTSJROTC Reimbursement


ThedivisionreceivesrevenuefromtheFederalGovernmenttoassistinthesupportofthetwoJROTCsites.

FinancialSummary




1000 SALARIES/WAGES 1,659,297$ 1,724,387 65,090 3.9%


Personnel Related 2,292,730$ 2,478,158 185,428 8.1%

3000 PURCHASED SERVICES 16,225$ 31,930 15,705 96.8%

5000 OTHER CHARGES 8,500 10,252 1,752 20.6%

6000 MATERIALS & SUPPLIES 74,342 174,497 100,155 134.7%


Total for Project 2,391,797$ 2,694,837 303,040 12.7%

Note: The FY 15 Adopted Budget includes both local revenue and grant funding.

FEDERAL and STATE CATEGORICAL GRANTSTitle I - Part A (NCLB)BudgetDescriptionBudgetDescription

TitleIoftheElementaryandSecondaryEducationAct(ESEA)of1965,asamendedbytheNoChildLeftBehindActof2001,hasonemainpurposewhichistoprovideopportunitiesforallchildrentoacquiretheknowledgeandskillscontainedintheState’scontentStandardsandPerformanceStandardsdevelopedforallchildren.

FinancialSummary




1000 SALARIES/WAGES 41,879$ 42,990 1,111 2.7%


Personnel Related 50,929$ 53,738$ 2,809 5.5%

3000 PURCHASED SERVICES -$ 1,000 1,000 0.0%

5000 OTHER CHARGES 1,500 1,500 - 0.0%



Total for Project 74,766$ 70,000 (4,766) -6.4%

FEDERAL and STATE CATEGORICAL GRANTSTitle I - Part D


FinancialSummary

TheeducationalprogramsfortheRappahannockJuvenileDetentionCenterareunderthedirectionofSpotsylvaniaCountyPublicSchools.TitleI-PartDisafederally-fundedgrantprovidingforafull-timeremedialteacherfortheRappahannockJuvenileDetentionCenter.Authorizationforthecontinuedfundingofthisgrantpositionisdeterminedannually.




1000 SALARIES/WAGES 102,658$ 88,851 (13,807) -13.4%

2000 EMPLOYEE BENEFITS 25,161 21,090 (4,071) -16.2%

Personnel Related 127,819$ 109,941 (17,878) -14.0%


5000 OTHER CHARGES - 2,500 2,500 100.0%




FEDERAL and STATE CATEGORICAL GRANTSTitle II - (NCLB)


ThefocusoftheTitleII-NCLBgrantistoincreasestudentacademicachievementthroughstrategiessuchasimprovingteacherandprincipalqualityandincreasingthenumberofhighlyqualifiedteachers(HQT)intheclassroomandhighlyqualifiedprincipalsandassistantprincipalsinschools.

SpotsylvaniaCountyPublicSchoolswillusethegrantawardtofundfive(5)mathematicsspecialists’positions.ThemathematicsspecialistsareassignedtoschoolsbasedonAYPresults.ProfessionaldevelopmentfundsaretargetedbasedonstudentachievementandHQTneeds.

FinancialSummary




1000 SALARIES/WAGES 102,658$ 88,851 (13,807) -13.4%




5000 OTHER CHARGES - 2,500 2,500 100.0%




FEDERAL and STATE CATEGORICAL GRANTSTitle III - Language Acquisition & Immigrant & Youth

BBudgetDescription

.

FinancialSummary

TitleIIIfundswillprovideassistancetoschooldivisionstoassistLimitedEnglishProficient(LEP)studentsinbecomingEnglishLanguageproficientaswellashelpLEPstudentsmeetthesamechallengingstatestandardsrequiredofallotherstudents




1000 SALARIES/WAGES 2,846,067$ 2,794,377 (51,690) -1.8%

2000 EMPLOYEE BENEFITS 1,173,305 1,301,499 128,194 10.9%

Personnel Related 4,019,372$ 4,095,876 76,504 1.9%

-



6000 MATERIALS & SUPPLIES - - - 0.0%

8000 CAPITAL OUTLAY - - - 0.0%


Total for Project 4,133,491$ 4,206,409 72,918 1.8%


FEDERAL and STATE CATEGORICAL GRANTSTitle VI - B, Special Education School Age

BudgetDescription

FinancialSummary

TitleVI-Bfundsareprovidedbasedonthepreviousschoolyear’sDecember1countofchildrenwithdisabilitiesagessixthroughtwenty-two.ThefundingfromtheTitleVI-Bgrantisusedtoemploystafftoprovideinstructionalservicestostudentswithdisabilitiesaswellastofundsupportstafftoassistintheadministrationofthespecialeducationpro-grammingacrossthedivision.TitleVI-Bfundsarealsoutilizedtopurchasecontractedservicesforrelatedservicestostudentswithdisabilitiesandtopurchaseinstructionalmaterialsutilizedintheimplementationofstudent’sIEPs.

ParentalinvolvementactivitiesaresupportedthroughtheParentResourceCenter.ThestaffoftheParentResourceCentersupportparentsinunderstandingthespecialeducationprocessasitrelatestotheirchild.




1000 SALARIES/WAGES 61,798$ 63,186 1,388 2.2%





FEDERAL and STATE CATEGORICAL GRANTSIDEA - Part B, Section 619, Special Education Preschool

BudgetDescription

FinancialSummary

SpecialEducationPreschoolfundsthroughPartB.Section619oftheIndividualswithDisabilitiesEducationActareprovidedbasedonthepreviousschoolyear’sDecember1countofchildrenwithdisabilitiesagesthreethroughfive.SpotsylvaniaCountyPublicSchoolsprovidesdirecttopreschoolchildrenwithdisabilitiesinavarietyofsettings.Pro-gramsofinstructionforchildrenwithdevelopmentaldelaysareofferedinhome-based,center-based,andinclusivesettings.SpotsylvaniaCountyPublicSchoolsusesthefundstosupportsalaries/benefitsforateachertoprovidedirectser-vicestothepreschoolchildwithdisabilities.





5000 OTHER CHARGES 1,050 1,300 250 23.8%

6000 MATERIALS & SUPPLIES 200 400 200 100.0%



FEDERAL and STATE CATEGORICAL GRANTSIDEA - Part B, Interpreter Training and Evaluation

BudgetDescription

FinancialSummary

TheInterpreterTrainingandEvaluationGrantisusedtoprovidecontinuoustrainingandcertificationforthesignlanguageinterpretersemployedbythedivision.




REVENUE 139,653$ 129,598 (10,055) -7.2%

Total Revenue 139,653$ 129,598 (10,055) -7.2%

FEDERAL and STATE CATEGORICAL GRANTSBuild America Bond Subsidiary

BudgetDescription

FinancialSummary

OneoftheprogramsstemmingfromtheAmericanRecoveryandReinvestmentAct(ARRA)wastheBuildAmericaBond(BAB)program.Localgovernmentsissuingbondstypicallyissuetax-exemptbonds,meaningthattheinterestinvestorsearnisnon-taxable.However,theBABprogramwasatemporary,taxablebondprogramthroughwhichinvestorsreceivedahigherinterestratefromtheissuinglocality,andissuinglocalitiesreceiveasubsidyfromtheFederalgovernmentequalto35percentofeachinterestpaymentmadeonanannualbasisoverthetermofthebonds.




Food Service Federal Revenue 4,190,685$ 4,391,600 200,915 4.8%

Total Revenue 4,190,685$ 4,391,600 200,915 4.8%


Food Service State Revenue 252,668$ 215,279 (37,389) -14.8%

Total Revenue 252,668$ 215,279 (37,389) -14.8%

FEDERAL and STATE CATEGORICAL GRANTSFederal Food Service Funds

BudgetDescription

FinancialSummary

Federalassistanceobtainedintheformofreimbursementformealsandcommodityentitlementfundingareusedtooperatethefoodserviceprogram.Specifically,thefundsareusedtopurchasefood,equipmentandnon-foodsupplies,aswellas,laborandbenefitcostsforfoodserviceemployees.



FEDERAL and STATE CATEGORICAL GRANTSEarly Intervention Reading Initiative (PALS)

BudgetDescription

FinancialSummary

TheEarlyInterventionReadingInitative(EIRI)wasestablishedbythe1997VirginiaActsofAssembly,Chapter924,Item140,toserveeitherkindergartenorfirst-gradestudentstoreducethenumberofchildrenwithreadingproblemsthroughearlydiagnosisandimmediateintervention.Duringthe2000GeneralAssembly,thisinitativewasexpandedtoservekindergartenthroughthird-gradestudents.ParticipatingschooldivisionsmustadministeradiagnosticassessmenttostudentsidentifiedasneedingreadinginterventionatprescribedtimesingradesK-3.Since2000,throughacontractwiththeUniversityofVirginia(UVA),thePhonologicalAwarenessLiteracyScreening(PALS)hasbeenprovidedtoschooldivisionsatnochargetoidentifythestudentstoreceivereadingintervention,whilespecifyingthetypesofdeficienciestobeaddressed.


1000 SALARIES/WAGES 403,459$ 413,149 9,690 2.4%



3000 PURCHASED SERVICES -$ - - 0.0%







FEDERAL and STATE CATEGORICAL GRANTSAlgebra Readiness Initative

BudgetDescription

FinancialSummary

Since2002,theAlgebraReadiness(ARI)hasprovidedmathematicsinterventionresourcesandservicestostudentsingrades6,7,8,and9whoareatriskoffailingtheAlgebraIend-of-courseassessment,asdemonstratedbytheirindividualperformanceondiagnosticteststhathavebeendevelopedbyorapprovedbytheDepartmentofEducation.TheARIconsistsoftwomajorcomponents:1)adiagnosticassessmentdesignedtoguideinstructionaldecisionsforstudentsthatmayneedinterventionservicesand2)targetedinterventionservicesforstudents.


1000 SALARIES/WAGES 132,849$ 144,129 11,280 8.5%



3000 PURCHASED SERVICES -$ - - 0.0%


6000 MATERIALS & SUPPLIES 31,173 42,181 11,008 35.3%






1000 SALARIES/WAGES 34,300$ 41,361 7,061 20.6%




5000 OTHER CHARGES 1,870 - (1,870) -100.0%

6000 MATERIALS & SUPPLIES - 3,562 3,562 0.0%



FEDERAL and STATE CATEGORICAL GRANTSRace to GED

BudgetDescription

FinancialSummary

RacetoGEDisastatefundedgrantthatrequiresnolocalmatch.ThisgrantsupportsGEDtestmarketing,instruc-tion,andtesting.ThegrantprovidesfreeGEDtestsforadultstudentswhopassallpracticetests,aswellas,sup-portingGEDtestingintworegionaljails.



FEDERAL and STATE CATEGORICAL GRANTSGeneral Adult Education (GAE)

BudgetDescription

FinancialSummary


1000 SALARIES/WAGES 32,513 30,916 (1,597) -4.9%

2000 EMPLOYEE BENEFITS 2,487 2,365 (122) -4.9%

Personnel Related 35,000 33,281 (1,719) -4.9%

Total for Project 35,000 33,281 (1,719) -4.9%

GeneralAdultEducation(GAE)isastatefundedgrantthatdoesnotrequirealocalmatch.ThisgrantsupportsAdultEducationinstruction(ABE,GED,ESOL).




1000 SALARIES/WAGES 8,940$ 8,940 - 0.0%

2000 EMPLOYEE BENEFITS 1,404 1,583 179 12.7%

Personnel Related 10,344$ 10,523 179 1.7%

3000 PURCHASED SERVICES 500$ 500 - 0.0%

6000 MATERIALS & SUPPLIES 1,176 997 (179) -15.2%

Non-Personnel Related 1,676$ 1,497 (179) -10.7%


FEDERAL and STATE CATEGORICAL GRANTSMentor Teacher

BudgetDescription

FinancialSummary

TheMentorTeacherProgramFundsareusedtocompensatementorteacherswhoworkwithnewteachersandCareerSwitcherteacherstohelpthemdevelopappropriateandsuccessfulteachingtechniques.BeginninginFY2009,allgrantswereissuedundertheMentorTeacherGrant.




1000 SALARIES/WAGES 23,223$ 18,579 (4,644) -20.0%

2000 EMPLOYEE BENEFITS 1,777 1,421 (356) -20.0%



FEDERAL and STATE CATEGORICAL GRANTS Middle School Grant

BudgetDescription

FinancialSummary

Thisgrantisdesignedtoreinforcethequalityofmathematicsinstructioninmiddleschoolsandhelpensurethatstudentsreceiveasolidfoundationinmathematicsastheypreparetoenterhighschool.TeachersselectedasmembersoftheTeacherCorpsareindividualswhohavedemonstratedsuccessinteachingmathematicsinchallengingenvironments.SpotsylvaniacurrentlyhasfivemiddleschoolmathematicsteacherswhomeetthiscriteriaandeachreceivesastipendforbeingamemberoftheTeacherCorps.




1000 SALARIES/WAGES 73,852$ 76,053 2,201 3.0%

2000 EMPLOYEE BENEFITS 27,762 27,969 207 0.7%


3000 PURCHASED SERVICES 8,387$ - (8,387) 100.0%

5000 OTHER CHARGES - - - #DIV/0!


Non-Personnel Related 8,387$ - (8,387) -100.0%


Note: The FY 15 Adopted Budget includes both grant and School Activity Funds funding.

FEDERAL and STATE CATEGORICAL GRANTSLead Coordinating Agency

BudgetDescription

FinancialSummary

TheAdultEducationRegionalProgramManagerisastatefundedgrantthatrequiresnolocalmatch.Thisgrantprovidesfundingfortheregionalprogrammanagerpositionandadministrationoftheregionaloffice.




1000 SALARIES/WAGES 476,095$ 431,339 (44,756) -9.4%



3000 PURCHASED SERVICES 2,300$ 1,900 (400) -17.4%

5000 OTHER CHARGES - 500 500 0.0%

6000 MATERIALS & SUPPLIES 4,600 4,100 (500) 0.0%

Non-Personnel Related 6,900$ 6,500 (400) -5.8%



FEDERAL and STATE CATEGORICAL GRANTSVirginia Preschool Initative

BudgetDescription

FinancialSummary

TheVirginiaPreschoolInitativeprogramservesAt-RiskFour-Year-OldswhodonotqualifyfortheHeadStartProgram.Thisprogramisfundedbasedonthenumberofstudentsservedandrequiresalocalmatchonthelocality’scompositeindex.




1000 SALARIES/WAGES -$ - - 0.0%

2000 EMPLOYEE BENEFITS - - - 0.0%

Personnel Related -$ - - 0.0%


8000 CAPITAL OUTLAY - - - 0.0%



FEDERAL and STATE CATEGORICAL GRANTSVPSA Technology Grant

BudgetDescription

FinancialSummary

TheVirginiaPublicSchoolAuthority(VPSA)EducationalTechnologyfundsareusedtoprovidesupportforschooldivisionstodevelopandimplementtheStandardsofLearning(SOL)Web-basedTechnologyInitative.Thegoaloftheeducationtechnologygrantprogramistoimprovetheinstructional,remedial,andtestingcapabilitiesoftheSOLinlocalschooldivisionsandtoincreasethenumberofschoolsachievingfullaccreditation.ForSpotsylvaniaCountyPublicSchools,themajorityofthisgrantisspentmainlyonclassroomcomputersandLAN/WANnetworkinfrastruc-ture.




1000 SALARIES/WAGES 38,000$ 38,000 - 0.0%

2000 EMPLOYEE BENEFITS 2,907 2,907 - 0.0%

Personnel Related 40,907$ 40,907 - 0.0%

-





FEDERAL and STATE CATEGORICAL GRANTSProject Graduation

BudgetDescription

FinancialSummary

SpotsylvaniaCountyPublicSchoolsisparticipatinginProjectGraduation,astate-sponsoredgrantprogramtoassiststudentswhohavedifficultypassingend-of-courseSOLtests.StudentsparticipatinginthesecourseswillreceiveexcellentinstructionfromahighlyqualifiedinstructorwitharecordofstrongSOLtestscores.Thegrantprovidesforsalariesforinstructorsandagrantwriter/director,thecostofadministeringtheWorkKeystest,studentincentivesforcompletingtheprogram,andstudentsupport(i.e.snacks,materials,etc.).



Capital Improvement Plan

TheCapitalImprovementPlan(CIP)isacapitalbudgetandplanningdocumentpreparedannuallyforSpotsylvaniaCountyPublicSchools.TheCIPisdevelopedasabudgetingdocumentcoveringthefive-yearperiod(upcomingfiscalyear+fouryears),whichmovesoutoneyeareachyear.AstheCIPisreviewedandupdatedonanannualbasis,longrangeplanscanandwillbeadjustedtoreflectchangesincountydemographics,circumstances,prioritiesand/oreducationalmandates.

TheCIPprovidesaforecastbywhichcapitalmaintenance,capitaltechnology,andcapitaltransportationprojectsrequiredtosupportSpotsylvaniaCountyPublicSchoolsareplanned,financed,andconstructed.Asaplanningtool,theCIPaddressesneedsfortheimprovementofourtechnologyinfrastructure,themaintenanceofmajorequipmentandvehicles,andtheconstructionofnewfacilities,includingnecessarylandacquisition,aswellasrenovationsand/oradditionstoexistingschooldivisionfacilitiesofwhichmostarerecurringexpenditures.ThecapitalprojectsincludedintheCIParebasedoneducationalprogramrequirements,SchoolBoardapprovededucationalpolicystandards,andtheadequacyofexistingfacilitiesandequipmenttoaccommodatepresentandproposededucationalprograms.Studentenrollmentandcountypopulationtrendsinfluenceprojectrecommendations.

Eachfall,aCIPispreparedbytheSuperintendent’sstaffthenreviewedandadoptedbytheSpotsylvaniaCountyPublicSchoolBoard.FollowingtheSchoolBoard’sadoptionofaCIPforSpotsylvaniaCountyPublicSchools,theCIPisforwardedtotheCountyAdministratorforinclusionintheCounty’sCapitalImprovementPlan.TheSpotsylvaniaCountyBoardofSupervisorsfinalizesfundingappropriationinthespringofeachcalendaryear.

UpdatesfortheSpotsylvaniaCountyPublicSchoolsFY2015throughFY2019CapitalImprovementPlanarepresentedtotheSpotsylvaniaCountyPublicSchoolBoardonNovember7,2013duringaworksession.

AfinaldraftoftheCIP(2015-2019)waspresentedtotheSpotsylvaniaCountyPublicSchoolBoardforapprovalduringtheregularlyscheduledmeetingofNovember25,2013.

ItshouldbenotedthatanumberofcapitalprojectsintheSpotsylvaniaCountyPublicSchoolsRecommendedFY2015-FY2019CIPhavebeendeferred/re-scheduledinacontinuingefforttodecreasedebtserviceoperatingexpendituresduetoinsufficientrevenues.

Forthefirsttimesincethe2009-2010schoolyear,overallstudentgrewasevidencedbytheSeptember30,2013enrollmentcount.Inaddition,theSpotsylvaniaCountyBoardofSupervisorshasapprovednewresidentialhousingdevelopmentsthatwillimpactenrollmentsatseveralschoolsinthefuture.Inordertoasaccuratelyprojectschoolenrollmentsaspossible,thefollowingassumptionsweremadeinthisprocess:



Capital Improvement Plan (continued)

Assumptions:

TheratioforKindergartnersenrolledinthecurrentschoolyearascomparedtothebirthratefiveyearsearlierwasutilizedthroughoutthe2015-2019CIPtimeframe.

AonepercentfigurewasusedannuallyintheenrollmentprojectionprocessbecausetheCountyPlanningDepartmentindicatesthereisacurrentpopulationgrowthrateofoveronepercent.Increasesinenrollmentduetoapplyingtheonepercentgrowthrateweredistributedevenlybygradeleveltoeachschool.

StudentgrowthgenerationfiguresprovidedbythePlanningDepartmentwereutilizedtoprojectthenumberofstudentswhowouldimpactcertainschoolsbasedonthecompletionofnewresidentialunitsinrespectiveattendancezones.Thesestudentswereincludedintheschoolyearthatresidentialprojectswereestimatedtobecompleted.Althoughtherehavebeenseverallargedevelopmentseitherrecentlyapprovedorintheapprovalprocess,thesehavenotyetbeenincludedintheenrollmentprojectioncalculation.Whenmoredefiniteinformationisforthcomingabouthowtheseunitswillbe“phasedin”andinwhatyearsthiswilloccur,projectionswillbeupdatedtoincludethem.

Asindicatedabove,theCapitalImprovementPlanisupdatedannuallyenablingadjustmentstobemadebasedonthelatestinformation.ResidentialprojectsandtheirpotentialimpactonschoolenrollmentswillcontinuetobemonitoredandtheschooldivisionwillcontinuetoworkwiththeCountyPlanningDepartmentinthisprocess.



Purchased Services47.0%


5.8%

Capital Outlay47.2%

Capital Projects

FY11 FY12 FY13 FY14 FY15 $ %


Adopted Budget

Variance Change


3132 ARCH & ENG SERVICES 1,143 - - - - - 0.0%

3180 LEGAL FEES 17,857 - - - - - 0.0%

5808 BOND ISSUENCE EXPENSES - 47,913 - - - - 0.0%

6015 COMPUTER SUPPL/SOFTWARE 7,016 - - - - - 0.0%

6024 TECHNOLOGY SUPPLIES 287,259 1,024,323 2,021,668 704,520 624,120 (80,400) (11.4%)

6157 FURNISHINGS-NEW UNDER 5K 6,482 - - - - - 0.0%

8101 REPLACEMENT OF BUSES 269,888 1,177,874 2,603,117 3,512,465 775,558 (2,736,907) (77.9%)

8200 NEW EQUIPMENT - - 151,153 132,000 308,000 176,000 133.3%

8201 BUSES - ADDITIONAL - - - - 562,400 562,400 0.0%

8204 ADD/BLDG CONSTRUCTION - - 514,545 2,106,536 864,000 (1,242,536) (59.0%)

Total $ 4,317,463 $ 5,282,634 $ 8,275,412 $ 12,186,631 $ 7,739,145 $ (4,447,486) (36.5%)

Operating Budget (Fund 5)Expenditure Trends by Function and Object - 6500 - Capital Projects

SCS FY 2015 School Board Adopted Budget


326

CIP PROJECT SUMMARY(2015-2019)

PROJECT DESCRIPTION

Transportation (Buses)

Location: Joint Fleet/Transportation Services FacilityCompletion: Annually 2015-2019Budget (within CIP): $17,066,704Budget: $33,406,820

Technology Upgrades

Location: All schools and office sites.Completion: Annually (2015-2019)Budget (within CIP): $16,621,890Budget: $46,691,130

Capital Maintenance

Location: All school and office sites.Completion: Annually (2015-2019)Budget (within CIP): $32,104,137Budget: $66,145,534

Outside 2015-2019 CIPNi River Addition

Location: Ni River Middle SchoolCompletion: Fall 2021Budget (within CIP): $0Budget: $1,891,611

Thornburg AdditionLocation: Thornburg Middle SchoolCompletion: Fall 2021Budget (within CIP): $0Budget: $1,891,611

Elementary School #18

Location: 9823 Brock Road, Spotsylvania, VACompletion: Fall 2021Budget (within CIP): $0 Budget: $27,007,613

Elementary School #19

Location: Next to Spotsylvania High SchoolCompletion: Fall 2021Budget (within CIP): $0Budget: $26,028,494

Purchase of school buses for "growth" and/or "replacement." These vehicles include 98 "seventy-seven passenger" buses, 28 "Special Needs" buses, 8 "Head Start" buses, 5 "Type A" buses and 21 engine replacements.

(Allocation during 2015-2019)(Total allocations during project 2005-2019)

Projects include but are not limited to the upgrading and/or replacing of systems, switches, cables, servers, blade servers, laptops, controllers, wireless systems and disk expansion throughout division.


Maintenance repair and/or replacement of HVAC systems,roof systems, fire alarm systems, humidity control, resurfacing of parking lots, running tracks, refurbishing bleachers, telephone/intercom systems, flooring/carpeting, painting, replacement of window , door hardware, field unit vehicles, etc.


Four classroom addition and ancillary facilities to provide space for 100 additional students.

(Expenditures during 2015-2019)(total expenditures during project - 2009-2020)

One to two-story masonary structure with 38 regular classrooms, 5 special education rooms and 5 resource rooms. Encompassing 90,448 sf. which includes an 8,500 sf. multipurpose room.


Four classroom addition and ancillary facilities to provide space for 100 additional students.


One to two-story masonary structure with 38 regular classrooms, 5 special education rooms and 5 resource rooms. Encompassing 90,448 sf. which includes an 8,500 sf. multipurpose room.




327

PROJECT DESCRIPTION

High School #6Location:Completion: Fall 2021Budget (within CIP): $0 Budget: $80,238,382

Middle School #8Location:Completion: Fall 2021Budget (within CIP): $0 Budget: $39,700,110

Acquisition of Future School Sites

Location: To be determinedCompletion: As growth and enrollment requireBudget (within CIP): $0Budget: $3,392,294

SUBTOTAL: $80,450,753 (Expenditures for projects listed 2005-2014)

SUBTOTAL: $65,792,731 (Expenditures during 2015-2019)

GRAND TOTAL: $146,243,484

Note: The grand total excludes projects after 2019.

To Be Determined (possibly in northeastern portion of the county)

One to two-story masonry structure encompassing 318,800 square feet including an auxiliary gymnasium, auditorium, and ancillary athletic fields and facilities.To Be Determined (possibly in northeastern portion of the county)


One to two-story masonry structure encompassing 128,800 square feet including an auxiliary gymnasium and school forum.


Purchasing of school sites for Elementary School #20, High School #6, and Middle School #9.

(Expenditures during 2015-2019)(total expenditures during project-2005-2019)



328

Capital Maintenance Projects - 2015-2019

SCHOOL PROJECT DESCRIPTION EST. COST 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019BATTLEFIELD ELEMENTARY 1975 FY-15 FY-16 FY-17 FY-18 FY-19

$400,000 $400,000$467,000 $467,000

$67,000 $67,000$19,200 $19,200$58,000 $58,000

$155,000 $155,000$195,000 $195,000

$35,000 $35,000BERKELEY ELEMENTARY 1962

$210,500 $210,500$21,000 $21,000$19,200 $19,200$47,000 $47,000$52,000 $52,000

BROCK ROAD ELEMENTARY 1994$470,000 $470,000

$1,050,000 $1,050,000$50,000 $50,000$19,200 $19,200$48,775 $48,775

$130,000 $130,000REPLACE DOMESTIC WATER HEATER PVI $150,000 $150,000

$410,000 $410,000$54,000 $54,000$37,000 $37,000

CEDAR FOREST ELEMENTARY 2008$19,200 $19,200

$195,000 $195,000CHANCELLOR ELEMENTARY 1939 FY-15 FY-16 FY-17 FY-18 FY-19

$40,000 $40,000$19,200 $19,200$23,000 $23,000$15,000 $15,000

$127,000 $127,000$22,000 $22,000

COURTHOUSE RD ELEMENTARY 1993$1,050,000 $1,050,000

$410,000 $410,000$120,000 $60,000 $60,000

$9,500 $9,500$19,200 $19,200

REPLACE DOMESTIC WATER HEATER PVI $125,000 $125,000COURTLAND ELEMENTARY 1986REPLACE TWO GAS WATER HEATERS FOR KITCHEN $40,000 $40,000

$110,000 $55,000 $55,000$19,200 $19,200$63,000 $63,000

$170,000 $170,000$148,000 $148,000

HARRISON ROAD ELEMENTARY 2001$19,200 $19,200$41,000 $41,000$49,000 $49,000

LEE HILL ELEMENTARY 1978$10,000 $10,000$19,200 $19,200$55,000 $55,000$15,000 $15,000

HVAC UPGRADE 7-AHU, 1-HEAT PUMP, BAC CONTROLS UPGRADEUPGRADE FLOURESCENT LIGHTING TO LEDNEW CASEWORK FOR K-3UPGRADE SECURITY CAMERASAIR COOLED CHILLER REBUILDASPHALT PAVING PARKING LOTS AND BUS LOOP

NEW EXTERIOR DOORS 1939 WING

REPLACE CARPET WITH VCT IN CLASS ROOMSSEALCOAT ASPHALT AND RESTRIP ASPHALT PLAYGROUNDS

CONSTRUCT NEW RECORDS VAULT

UPGRADE FLOURESCENT LIGHTING TO LEDUPGRADE HVAC SYS REPLACE RTU'S - CONTROLS 7-UNITSBOILER REPAIRS (REBUILD)UPGRADE SECURITY CAMERASCARPET REPLACEMENT CLASSROOMS

BUS LOAD CANOPYREPLACE FIRE ALARM PANEL

NEW ROOF FOR CAFETERIA SECTIONRETUBE BOILERUPGRADE SECURITY CAMERASK-WING CASEWORK, CARPET AND TILE REPLACEMENT

REPLACE 1 HEAT BOILER AND EXHAUST STACKSUPGRADE SECURITY CAMERASACOUSTICAL TREATMENT FOR CAFÉ WALLS AND CEILINGS

REVAMP DRIVEWAY ENTRANCE-BUS LOOP-PARKING LOTREPLACE MASTER CLOCK SYSTEM

ASPHALT PAVING BUS LOOP

REPLACE LOW-SLOPED MEMBRANE ROOFINGFRONT ENTRANCE CONCRETE REPAIR-REPLACEREPAIRS TO FOLDING PARTITION AND STAGE CURTAINS

UPGRADE SECURITY CAMERASCONSTRUCT BUS LOAD CANOPY

REPLACE ALL INTERIOR CLASSROOM DOORSNEW ASPHALT FOR PARKING LOT AND BUS LOOPREPLACE CASEWORK IN ALL CLASSROOMS

UPGRADE SECURITY CAMERASREBUILD PRIMARY AIR-COOLED CHILLER

REPLACE 3-HVAC RTU'S & BLDG. AUTOMATION CONTROLSREPLACE BALLASTED MEMBRANE ROOFING

UPGRADE SECURITY CAMERAS

UPGRADE SECURITY CAMERASREPLACE BURNERS ON 2-HEAT BOILERS AND RETUBE

REPLACE UPGRADE FIRE ALARM PANEL

SEALCOAT ASPHALT PLAYGROUNDS UPGRADE SECURITY CAMERASREBUILD AIR-COOLED CHILLER FOR MULTI-PURPOSE ROOMREPALCE EXTERIOR EMERGENCY EGRESS LIGHTS



329


SCHOOL PROJECT DESCRIPTION EST. COST 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019LIVINGSTON ELEMENTARY 1961 FY-15 FY-16 FY-17 FY-18 FY-19

$70,000 $70,000$75,000 $75,000

$130,000 $130,000$19,200 $19,200

$338,500 $338,500$57,000 $57,000

$227,000 $227,000$105,000 $105,000

PARKSIDE ELEMENTARY 2001$75,000 $75,000$11,000 $11,000$19,200 $19,200$23,000 $23,000

RIVERVIEW ELEMENTARY 1993$160,000 $160,000

$1,050,000 $1,050,000$19,200 $19,200

$125,000 $125,000$455,000 $455,000

$50,000 $50,000ROBERT E. LEE ELEMENTARY 1950

$120,000 $120,000$890,000 $890,000$475,000 $475,000

$19,200 $19,200$434,000 $434,000

SALEM ELEMENTARY 1978$489,200 $489,200

$19,200 $19,200$175,000 $175,000

$50,000 $50,000$67,595 $67,595

SMITH STATION ELEMENTARY 1991 FY-15 FY-16 FY-17 FY-18 FY-19$19,200 $19,200

$145,000 $145,000$55,000 $55,000

SPOTSWOOD ELEMENTARY 1965$225,000 $225,000

$19,200 $19,200$60,000 $60,000

$260,000 $100,000 $80,000 $80,000$79,000 $79,000

WILDERNESS ELEMENTARY 1998$240,000 $125,000 $115,000

$70,000 $35,000 $35,000$19,200 $19,200$15,000 $15,000$50,000 $25,000 $25,000$22,000 $22,000

BATTLEFIELD MIDDLE 1978$150,000 $150,000

$88,000 $88,000$148,000 $148,000

$36,000 $36,000$47,000 $47,000

$190,000 $190,000$9,500 $9,500

RENOVATE OFFICE & CLINIC BATHROOMS TO ADA STAND.RE PAVE PARKING LOTS & BUS LOOPUPGRADE SECURITY CAMERASREPLACE ROOF ON CLASSROOM ADDITION

NEW CASEWORK, CUBBIES AND CABINETS FOR ALL 26 CLASSROOMSREPALCE FLOORING IN CAFÉ-SERVING LINE AND GYMNASIUM

REPLACE RTU'S ON PRIMARY WING

REPLACE 8 CAFETERIA WINDOWS WITH UPGRADED LOW-E THERMAL GLAZING

REPLACE 3-HVAC RTU'S & UPGRADE CONTROLS PKGUPGRADE SECURITY CAMERAS

REPLACE BALLASTED MEMBRANE ROOFINGSITE CONCRETE REPAIR AND REPLACEMENT

NEW ASPHALT OVERLAY PARKING LOT-BUS LOOPREPLACE HVAC RTU'S AND CAFÉ MSI UNITS & BUILDING AUTOMATION CONTROLS PKG.

OVERHAUL OUTSIDE AIR-COOLED CHILLERUPGRADE CARPETING IN OFFICE ADMIN AREASUPGRADE SECURITY CAMERASSEALCOAT ASPHALT PARK LOT-BUS LOOP-DRIVWAY

OVERLAY ASPHALT PARKING LOTS AND BUS LOOP

REPLACE DOMESTIC WATER HEATER PVI

OVERLAY ASPHALT DRIVEWAY-PARK LOT-BUS LOOP AND PLAYGROUNDS

REBUILD AIRCOOLED CHILLER FOR MULTI-PURPOSE ROOM

UPGRADE SECURITY CAMERASOVERLAY ASPHALT DRIVEWAY-PARK LOT-BUS LOOP-SEALCOAT ASPHALT PLAYGRDSREBUILD AIRCOOLED CHILLER FOR MULTI-PURPOSE ROOM

FLOURESCENT LIGHTING UPGRADE T-8 TO LEDUPGRADE SECURITY CAMERASREPLACE ROOF ON CLASSROOM ADDITION

REPLACE ROOF OVER CAFÉ &LIBRARYUPGRADE SECURITY CAMERAS

REPLACE CARPET IN CLASSROOMS

REPLACE COOLING TOWERRETUBE TWO OIL FIRED BOILERS-UPGRADE BURNERSUPGRADE SECURITY CAMERAS

REPLACE CARPET WITH VCT IN VARIOUS CLASSROOMS-OFFICEREPLACE MASTER CLOCK SYSTEM

REVAMP PARKING LOT-DRIVEWAY FOR DROP-OFF LOOP TO SEPARATE BUSSES AND CARS.UPGRADE SECURITY CAMERASREBUILD AIR COOLED CHILLER FOR MULTI-PURPOSE ROOMREPLACE SINKS, COUNTERTOPS & CASEWORK IN C, D & E CLASSROOM WINGSINSTALL NEW FIRE ALARM PANEL AND DEVICES

NEW FENCING AROUND PLAYGROUNDS

REPLACE SCOREBOARD IN GYMNASIUM

OVERLAY ASPHALT PARK LOT-BUS LOOP-DRIVEWAYREPLACE GYM LOCKERSREPAIRS TO MEMBRANE ROOF MAIN BUILDINGUPGRADE SECURITY CAMERASSECURITY UPGRADE TO FRONT ENTRANCE ACCESS CONTROLSADD NEW CANOPY TO FRONT ENTRANCE OF SCHOOL



330


SCHOOL PROJECT DESCRIPTION EST. COST 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019CHANCELLOR MIDDLE 1988 FY-15 FY-16 FY-17 FY-18 FY-19

$525,000 $525,000$150,000 $50,000 $50,000 $50,000$210,000 $210,000

$36,000 $36,000$203,000 $203,000

$98,000 $98,000$150,000 $150,000

JOHN J. WRIGHT E&CC 1950$50,000 $25,000 $25,000$15,000 $15,000$36,000 $36,000$65,000 $65,000

FREEDOM MIDDLE 2003$75,000 $75,000$36,500 $36,500

UPGRADE VFD'S ON PUMPS AND AHU'S $65,000 $65,000$36,000 $36,000$37,000 $37,000$40,000 $40,000$48,500 $48,500

NI RIVER MIDDLE 1999$15,000 $15,000$90,000 $45,000 $45,000

$110,000 $110,000$20,000 $20,000$36,000 $36,000$24,567 $24,567

$127,000 $127,000POST OAK MIDDLE 2006 FY-15 FY-16 FY-17 FY-18 FY-19

$75,000 $75,000$36,000 $36,000$65,000 $65,000$40,000 $40,000

SPOTSYLVANIA MIDDLE 1968$150,000 $150,000$190,000 $190,000$250,000 $250,000$850,000 $850,000

$36,000 $36,000$540,000 $540,000

$9,500 $9,500$180,000 $180,000

$98,000 $98,000SITE CONCRETE REPAIR AND REPLACEMENT $50,000 $50,000REPLACE SCREENING AT CHILLER AND ADD SCREENING AROUND COMPACTOR $18,000 $18,000

$375,000 $375,000$40,000 $40,000

THORNBURG MIDDLE 1994$36,000 $36,000$20,000 $20,000

$467,000 $467,000$175,000 $175,000

$70,000 $70,000$148,000 $148,000

UPGRADE FLOURSCENT LIGHTING TO LEDUPGRADE CARPET TO VCT IN ALL CLASSROOMSOVERLAY ASPHALT PARK LOT-BUS LOOP-DRIVEWAY-EXPAND PARKING LOTUPGRADE SECURITY CAMERAS

REPLACE AUDITORIUM SEATING

RAISE COOLING TOWER REWORK HVAC PIPINGRESURFACE RUNNING TRACK/RESTRIPE


PH II HVAC BUILDING AUTOMATION CONTROLS UPGRADE REPLACE FIRE ALARM PANEL ADD NEW DEVICESSECURITY RENOVATION FOR ACCESS CONTROLS TO FRONT ENTRANCE

REPLACE BURNERS ON 2-HEAT BOILERSUPGRADE AUDITORIUM DOORS FOR SECURIITY ACCESS CONTROLUPGRADE SECURITY CAMERAS

REPLACE CARPET LIBRARY AND OFFICEUPGRADE SECURITY CAMERASCLEAN & PAINT EXPOSED CANOPY ROOF DECK PANELSSECURITY UPGRADE TO VISITOR ACCESS CONTROLS FOR FRONT ENTRANCE

RAISE COOLING TOWER & REWORK HVAC PIPING

SEALCOAT ASPHALT PARK LOT & BUS LOOPSECURITY UPGRADE TO FRONT ENTRANCE ACCESS CONTROLSREPLACE DX AIR COOLED ADMIN CHILLER

REPLACE CURTAINS IN FORUMREBUILD AND RENEWAL ON CHILLER #1 & #2SEALCOAT ASPHALT PARK LOT-BUS LOOP-DRIVEWAY-RESURFACE TRACK

RENOVATE 7TH & 8TH GRADE BATROOMS TO ADA STAND.HVAC UPGRADE TO VAV/RTU-CONTROLS UPGRADEUPGRADE SECURITY CAMERAS

REPLACE 54 WINDOWS WITH NEW LOW E-THERMAL GLAZING SECURITY UPGRADE TO FRONT ENTRANCE VISITOR ACCESS CONTROLS

UPGRADE FLOURESCENT LIGHTING TO LED

UPGRADE FLOURESCENT TO LED LIGHTING WHOLE SCHOOL


UPGRADE SECURITY CAMERASREPLACE AND UPGRADE VFD'S ON PUMPS AND AHU'SSECURITY UPGRADE TO VISITOR ACCESS CONTROLS FOR FRONT ENTRANCE

REPLACE CEILING GRID AND TILE-WHOLE BUILDINGREPAVE PARK LOT-BUS LOOP-DRIVEWAY AND ADD NEW SITE LIGHTING

REPLACE SCOREBOARD IN GYMNASIUMSTUDENT LOCKER REPLACEMENT WHOLE BUILDINGRUNNING TRACK RECONSTRUCTION AND RESTRIPING

CARPET REPLACEMENT COMPUTER LABS AND ADMIN

REPAIRS TO BALLASTED MEMBRANE ROOF MAIN BLDG.REBUILD MAIN CHILLER UNITSECURITY UPGRADE TO FRONT ENTRANCE VISITOR ACCESS CONTROLS



331


SCHOOL PROJECT DESCRIPTION EST. COST 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019CHANCELLOR HIGH SCHOOL 1987

$710,000 $355,000 $355,000$245,000 $245,000$315,000 $315,000

$98,000 $98,000$148,000 $148,000

$48,000 $48,000$155,000 $155,000

REPLACE AND UPGRADE CHILLER CONTROL PANEL ON CHILLER #2 $25,000 $25,000REPLACE AND UPGRADE BURNERS ON BOILER(S)-3 $50,000 $50,000

$250,000 $250,000COURTLAND HIGH SCHOOL 1980 FY-15 FY-16 FY-17 FY-18 FY-19

$555,000 $555,000$95,000 $95,000

$198,000 $198,000$1,680,000 $1,680,000

$48,000 $48,000$740,500 $740,500$527,000 $527,000

MASSAPONAX HIGH SCHOOL 1998$655,000 $655,000

$40,000 $40,000REPLACE DOMESTIC WATER HEATER PVI $150,000 $150,000REPLACE AND UPGRADE BURNERS ON BOILER(S)-2 $45,000 $45,000

$50,000 $50,000$48,000 $48,000$65,000 $65,000

$197,000 $197,000$50,000 $50,000

$190,000 $190,000RIVERBEND HIGH SCHOOL 2004

$75,000 $75,000$48,000 $48,000

SPOTSYLVANIA HIGH SCHOOL 1994 FY-15 FY-16 FY-17 FY-18 FY-19$610,000 $305,000 $305,000$112,000 $56,000 $56,000$190,000 $190,000$255,000 $255,000$150,000 $150,000

$48,000 $48,000$50,000 $50,000

$248,500 $248,500$198,000 $198,000$433,800 $433,800

CAREER & TECH CENTER 1980$29,000 $29,000$48,000 $48,000$38,000 $38,000$35,000 $35,000

$150,000 $150,000MAINTENANCE DEPT 2009 FY-15 FY-16 FY-17 FY-18 FY-19

$65,300 $65,300$230,000 $115,000 $115,000

$98,000 $98,000$230,000 $46,000 $46,000 $46,000 $46,000 $46,000$245,000 $49,000 $49,000 $49,000 $49,000 $49,000

FLEET TRANSPORTATION DEPT 2008$110,000 $110,000

$32,104,137 $4,913,067 $5,126,395 $7,717,800 $7,282,400 $7,064,475

PH II HVAC CONTROLS UPGRADE INDIVIDUAL ROOM EQ.

UPGRADE SECURITY CAMERASREPLACE STAGE LIGHT DIMMER RACK

REPLACE GENERATOR-TO SERVE HIGH & MIDDLE SCH.

UPGRADE FLOURESCENT LIGHTING TO LEDREPLACE FIRE ALARM SYSTEM

REPLACE FIRE ALARM PANEL AND DEVICESUPGRADE FRONT ENTRANCE FOR SECURE VISITOR ACCESS CONTROL

UPGRADE FLOURESCENT LIGHTING TO LEDOVERLAY ASPHALT PAVING PARK LOT & BUS LOOP PARK LOT EXPANSION

UPGRADE FLOURESCENT LIGHTING TO LEDSECURITY UPGRADE TO FRONT ENTRNACE VISITOR ACCESS CONTROLS

UPGRADE SECURITY CAMERASREBUILD 475-TON CENTRA-VAC CHILLERS

SECURITY UPGRADE TO FRONT ENTRNACE VISITOR ACCESS CONTROLSHVAC CONTROLS UPGRADE- 140 NEW WATER SOURCE HEAT PUMPS AND RTU'SUPGRADE SECURITY CAMERASRENOVATIONS AND ADDITIONS TO FINE ARTS WINGREPLACE ELEC SERVICE SWITCHGEAR REPLACE EMERGENCY GENERATOR

CONCRETE REPAIR AND REPLACEMENT

UPGRADE FLOURESCENT LIGHTING TO LEDRETUBE HEAT BOILER(S)-2 ADD NEW BURNERSFURNISH & INSTALL NEW AUDITORIUM SEATINGREPLACE COOLING TOWER(S)-2


REPLACE FIRE ALARM PANEL AND DEVICESREPLACE AUDITORIUM STAGE FLOORREPLACE SIX TENNIS COURTS

OVERHAUL HVAC VFD'S UPGRADE SECURITY CAMERAS

REPLACE DOMESTIC WATER HEATER PVI

REPLACE AND UPGRADE CONTROL PANEL ON CHILLER #1 AND #2

HVAC CONTROLS UPGRADE PNEUMATIC TO DDC

CARPET TO VCT IN ADMIN AREA & SIX CLASSROOMSUPGRADE SECURITY CAMERAS

ASPHALT OVERLAY PARKING LOTS AND DRIVEWAYS AND RE STRIPE

PURCHASE NEW COMMERCIAL MOWERS (Two new replacement mowers per year)PURCHASE NEW MAINTENANCE VEHICLES (Two new replacement vehicles per year)

DOMESTIC WATER STORAGE TANK RE-PAINT & PROTECTIVE COATINGS

SEALCOAT ASPHALT BUS PARKING LOT-DRIVEWAY & RESTRIPE

TOTAL

RETUBE BOILER IN OLD WING AND UPGRADE BURNER.REPLACE AIR COMPRESSOR FOR TRADE SHOPSREPLACE ELEC SWITCHGEAR AT SERVICE

PURCHASE NEW EXCAVATORPURCHASE NEW DUMP TRUCK, SAND SPREADER, SNOW PLOWPURCHASE NEW UTILITY TRAILER AND ONE NEW SCISSOR LIFT



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333

FY 15Units Type Cost (Each) Description Amount1036 EA 570$ Replacement Computer (Desktops + Laptops) 590,520$

16 EA 2,100$ Replacement Interactive Projector 33,600$ 48 EA 18,000$ Replacement MDF Network Switch 864,000$

Annual Total 1,488,120$

FY 16Units Type Cost (Each) Description Amount1184 EA 570$ Replacement Computer (Desktops + Laptops) 674,880$ 292 EA 2,100$ Replacement Interactive Projector 613,200$ 12 EA 2,800$ Replacement LAN Switches 33,600$


FY 17Units Type Cost (Each) Description Amount412 EA 570$ Replacement Computer (Desktops + Laptops) 234,840$ 524 EA 2,100$ Replacement Interactive Projector 1,100,400$

1 EA 175,000$ RTI Math Solution (MS) 175,000$ 90 EA 1,000$ Replacement Interactive Response System 90,000$ 1 EA 1,807,000$ Double Wireless Infrastructure (ES) 1,807,000$ 1 EA 180,000$ Response to Intervention Solution (HS) 180,000$

15 EA 15,768$ Instructional Tablets (MS) 236,520$ 1 EA 500,000$ Human Resources Management Solution (Replacement) 500,000$ 1 EA 175,000$ Response to Intervention Math Solution (ES) 175,000$ 1 EA 350,000$ Replacement Data Domain B2D Unit 350,000$

1200 EA 2,800$ Replacement LAN Switches 3,360,000$ Annual Total 8,208,760$

FY 18Units Type Cost (Each) Description Amount1764 EA 570$ Replacement Computer (Desktops + Laptops) 1,005,480$ 110 EA 1,489$ Replacement Tablet/Admin Laptop 163,790$ 208 EA 2,100$ Replacement Interactive Projector 436,800$ 30 EA 15,768$ Replacement Tablet 473,040$ 90 EA 1,000$ Replacement Interactive Response Systems 90,000$ 1 EA 45,000$ Replacement Blade Server Enclosure 45,000$ 7 EA 10,000$ Replacement Blade Servers 70,000$ 1 EA 500,000$ Replacement Finance System 500,000$ 1 EA 150,000$ RTI Reading Solution (ES) 150,000$

40 EA 15,768$ Tablets (ES and Secondary Expansion) 630,720$ 1 EA 175,000$ RTI Intervention Solution (ES) 175,000$


FY 19Units Type Cost (Each) Description Amount1200 EA 570$ Replacement Computer (Desktops + Laptops) 684,000$

3 EA 49,000$ Replacement Blade Enclosures 147,000$ 21 EA 10,000$ Replacement Blade Servers 210,000$ 2 EA 85,000$ Replacement Wireless Controllers 170,000$

500 EA 825$ Replacement Interactive Wireless Access Points part 1 412,500$ 100 EA 2,400$ Replacement PoE LAN Switches part 1 240,000$


Five Year Plan - Grand Total 16,621,890$

Technology CIP Projects - 2015-2019

SCPS FY 2015 School Board Adopted Budget

INFORMATIONAL (SUPPLEMENTAL) INFORMATION

334

The Supplemental Section highlights Spotsylvania County School’s student enrollment trends and forecast, student demographics, performance results, division-wide accomplishments, proposed staffing standards for FY 2013, etc. The three-year budget forecast includes objectives, long-range budget assumptions, projected revenue summary numbers and projected expenditure summary numbers by object and category. The student enrollment data covers FY 2009 through FY 2019. Other information provided in this section is consistent with other informational requirements set forth by ASBO and GFOA.

Section Contents

Three-Year Budget Forecast Objectives of the Three-Year Budget Plan Long-Range Budget Assumptions Three Year Expenditure Projections Three Year Revenue ProjectionsBond Amortization ScheduleConfirmation of Outstanding BondsStudent Enrollment Trends and Forecast Projected Enrollment by Grade Special Education EnrollmentStudent DemographicsPerformance Results Trends in SOL Test Scores State Accreditation High School Graduation/Completion Rate Drop-Out Rate Senior Scholarships National Board Certification

Division-Wide AccomplishmentsPersonnel Resource Allocations FTE Summary by Object FTE Summary by Function FTE Trend by CategoryFY 2015 Authorized Student FeesFY 2015 Supplement/Rate ScheduleLocal Tax Information Assessed Value & Market Value of Taxable Property Property Tax Rates & Collections School local transfer effect on average taxpayersFY 2015 Pay ScalesGlossary



335

Three-Year Budget Forecast

Objective of the Three-Year Budget Forecast

• To protect all employee groups. • To maintain “core” instructional programs and services. • To provide quality services to approximately 24,000 students. • To complete all critical capital projects identifed in the latest Capital Improvement Plan.

The three-year cost of meeting these objectives is calculated using assumptions for inflation and growth.

Long-Range Plan Budget Assumptions

• Employee compensation is increased by 1 Step and 1% COLA in FY16, FY17 and FY18 • ADM changes in FY16, FY17, and FY18 based on division enrollment projections • State funding is adjusted for change in composite index for FY15 and FY16 then no change in the next biennium • Federal funds are decreased by 5% each year • Other funds are decreased by .5% each year • VRS rates are held steady for FY16, then increased by 13% in FY17 and steady in FY18 • Sales Tax - 3% increase in FY16, FY17 and FY18 • Non-utility/fuel costs (object 5000) increase by 1% each year • 1% increase in materials/supplies (object 6000) and capital outlay (object 8000) each year • 1% increase in utilities/fuel accounts (object 5000) each year • Assumes funding of proposed 2015-2019 CIP • Health insurance increases by 10% in FY16, FY17 and FY18 • County transfer increases based on amounts in County’s budget forecast model.



336

Categories FY13 FY14 FY15 FY16 FY17Instruction 170,804,667$ 170,957,007$ 175,677,025$ 178,112,865$ 182,268,521$ Administration 8,863,400$ 8,856,276$ 9,100,792$ 9,226,979$ 9,442,259$ Transportation 18,481,118$ 18,903,486$ 19,425,400$ 19,694,741$ 20,154,251$ Maintenance 20,737,490$ 20,899,735$ 21,476,764$ 21,774,549$ 22,282,583$ Food Service 9,820,518$ 9,933,439$ 10,207,695$ 10,349,229$ 10,590,693$ Capital Projects 6,724,104$ 12,186,631$ 7,739,145$ 7,316,423$ 19,398,502$ Technology 7,293,045$ 6,800,949$ 6,988,719$ 7,085,621$ 7,250,939$ Debt Service 28,417,436$ 25,582,348$ 22,944,922$ 22,781,265$ 24,869,221$

Totals 271,141,778$ 274,119,871$ 273,560,462$ 276,341,672$ 296,256,970$

Objects FY13 FY14 FY15 FY16 FY171000 Salaries/Wages 141,478,915$ 140,295,842$ 140,295,842$ 140,295,842$ 140,295,842$ 2000 Employee Benefits 57,823,913$ 57,408,465$ 64,753,569$ 67,930,730$ 73,483,660$ 3000 Purchased Services 18,850,047$ 25,284,774$ 22,455,728$ 22,256,931$ 27,938,872$ 5000 Other Charges 9,839,653$ 10,419,066$ 10,502,104$ 10,607,125$ 10,713,197$ 6000 Materials & Supplies 11,210,194$ 9,345,165$ 8,922,251$ 8,982,562$ 9,766,633$ 8000 Capital Outlay 3,553,619$ 5,816,210$ 3,718,046$ 3,519,218$ 9,221,545$ 9000 Debt Service 28,385,437$ 25,550,348$ 22,912,922$ 22,749,265$ 24,837,221$

Totals 271,141,778$ 274,119,871$ 273,560,462$ 276,341,672$ 296,256,970$

FY13 FY14 FY15 FY16 FY17State Sales Tax 23,014,633$ 23,817,577$ 24,532,104$ 25,268,067$ 26,026,109$ State Funds 97,604,901$ 97,250,760$ 100,380,816$ 101,537,748$ 102,359,669$ Federal Funds 17,246,884$ 13,418,650$ 13,150,277$ 12,887,271$ 12,629,526$ City-County Funds 115,312,329$ 115,580,339$ 115,580,339$ 115,580,339$ 115,580,339$ Other Funds 11,238,927$ 11,865,914$ 11,865,914$ 11,865,914$ 11,865,914$ Loans, Bonds, Etc. 6,724,104$ 12,186,631$ 7,739,145$ 7,316,423$ 19,398,502$

Totals 271,141,778$ 274,119,871$ 273,248,595$ 274,455,763$ 287,860,059$

-$ -$ (311,867)$ (1,885,909)$ (8,396,911)$

Note: Object codes 3000, 5000, and 6000 are the expenditures before the holdback temporary reductions.

Three Year Expenditure Projections

Three year Revenue Projections

Projected Surplus/(Deficit)



337

SPOTSYLVANIA COUNTY SCHOOL BOARDCONFIRMATION OF BONDS OUTSTANDING

AS OF JUNE 30, 2014

VPSA/IDA/EDA

LOANS: TITLE ISSUE DATEMATURITY

DATE

ANNUAL INTEREST RATE %

RATES: VARIABLE OR FIXED

ORIGINAL PRINCIPAL

AMOUNT

ANNUAL PRINCIPAL

RETIRED

PRINCIPAL AMOUNT

OUTSTANDING

1 GO98 5/1/98 7/1/14 3.80 - 5.50 VARIABLE $21,683,825 $429,730 $451,655

2 VPSA94A 11/22/94 7/15/14 6.10 - 6.60 VARIABLE $1,926,936 $118,605 $122,822

3 VPSA95C 12/21/95 7/15/15 5.10 - 6.10 VARIABLE $838,515 $47,541 $97,978

4 VPSA96A 5/2/96 7/15/16 4.60 - 5.80 VARIABLE $2,200,000 $110,000 $330,000

5 VPSA96B 7/1/97 7/1/16 5.10 - 6.10 VARIABLE $4,620,000 $230,000 $690,000

6 VPSA97A 11/1/97 7/1/17 4.35 - 5.23 VARIABLE $8,940,000 $410,000 $1,640,000

7 VPSA97B 11/1/97 7/1/17 4.35 - 5.23 VARIABLE $8,422,232 $455,710 $1,917,276

8 VPSA98A 4/1/98 7/1/18 4.10 - 5.35 VARIABLE $14,975,000 $670,000 $3,350,000

9 VPSA98B 11/1/98 7/1/18 4.35 - 5.10 VARIABLE $10,795,000 $435,000 $2,175,000

10 VPSA98C IRSP 11/1/98 7/1/18 3.60 - 5.10 VARIABLE $4,345,729 $225,391 $1,189,701

11 VPSA99A 4/1/99 7/1/19 4.35 - 5.23 VARIABLE $3,570,000 $95,000 $540,000

12 VPSA00A 5/1/00 7/1/20 4.35 - 5.23 VARIABLE $7,740,000 $375,000 $2,600,000

13 VPSA01A 5/1/01 7/1/21 4.10 - 5.60 VARIABLE $10,170,000 $475,000 $3,785,000

14 VPSA01B 11/1/01 7/1/21 3.10 - 5.35 VARIABLE $9,500,000 $400,000 $3,200,000

15 VPSA02A 5/1/02 7/1/22 3.60 - 5.60 VARIABLE $17,315,000 $820,000 $7,380,000

16 VPSA02B 11/1/02 7/1/23 2.35 - 5.10 VARIABLE $11,885,000 $550,000 $4,950,000

17 IDA03B 10/1/03 7/1/29 2.00 - 5.00 VARIABLE $26,300,000 $18,725,000 $0

18 GO 04A 9/1/04 7/1/17 2.00 - 5.00 VARIABLE $14,915,000 $1,505,000 $4,935,000

19 IDA04 10/1/04 7/1/30 3.00 - 4.38 VARIABLE $17,505,000 $11,840,000 $0

20 IDA05 6/30/05 7/1/31 3.25 - 5.00 VARIABLE $37,855,000 $1,045,000 $26,985,000

21 GO 06 7/15/07 7/15/27 3.73 - 5.00 VARIABLE $23,665,000 $2,045,000 $11,165,000

22 GO 07 6/21/07 1/15/27 4.25 - 5.00 VARIABLE $41,110,000 $3,405,000 $20,650,000

23 QSCB 6/23/10 6/1/27 5.31 FIXED $2,630,000 $155,000 $2,015,000

24 GO 11 7/27/11 1/15/31 3.00 - 4.00 VARIABLE $3,975,956 $246,840 $3,129,937

25 EDA 12 7/18/12 6/1/29 2.00-5.00% VARIABLE $33,785,000 $1,530,000 30,910,000

26 GO 12 7/26/12 6/1/23 2.00 - 3.00% VARIABLE $7,210,000 $675,000 $5,825,000

27 EDA 13 8/1/13 6/1/30 2.61% VARIABLE $11,695,000 $6,000 $11,689,000

28 GO 13 8/1/13 6/1/33 2.55% VARIABLE $11,802,716 $896,513 $10,906,203TOTAL: $371,375,909 $47,921,330 $162,629,572



338


ADM (AVERAGE DAILY MEMBERSHIP)

Average daily membership is determined by dividing the total aggregate daily membership by the number of days school was in session, from the first day of the school term through the last school day in March (ie., March 31st). In essence, ADM is more than just how many students are enrolled on March 31st – it is a function of how many students are enrolled and how long they’ve been enrolled.

The adjusted March 31st ADM is reported to the Virginia Department of Education (VDOE) who determines the amount of state funding distributed to school divisions through the application of the Composite Index. The annual ADM projections are critical to the budgeting process as overestimating the number of students could result in overestimating revenues causing a budget shortfall. On the other hand, underestimating the ADM will result in underestimated state revenues causing an unexpected fund balance at year-end. Neither outcome is desirable due to the fiscal impact and the planning of expenditures to meet instructional and operational goals. Researching trends in population growth, student attrition and other pertinent information is useful in developing accurate ADM estimates. The Director of Finance works collaboratively with Assistant Superintendent for Administrative Services in developing ADM projections for the division. These estimates generally consist of three-year projections. The Assistant Superintendent of Administrative Services’ focus is mainly to estimate enrollment for facilities planning purposes and those estimates includes all students who are physically in the buildings. To estimate ADM, the Director of Finance must adjust the enrollment figures by subtracting any students in the Headstart and Pre-K programs as well as students who are in special education regional programs or state-operated programs and institutions. More specific details of ADM calculation can be found in UNDERSTANDING MARCH 31 ADM STUDENT RECORD COLLECTION available on the VDOE website. ADM reporting to the VDOE is completed by Information Technology personnel.

The school division’s estimated ADM for FY 2013 was 23,139 or 102 less than the FY 2012 projected ADM of 23,241. The school division’s estimated ADM for FY 2014 is 23,127 or 11.5 less than the FY 2013 projected ADM.



339

Based on Actual Enrollment October 1, 2013

GRADE 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19Historical Historical Historical Historical Historical Actual (Projected) (Projected) (Projected) (Projected) (Projected)

PRE-SCHOOL* 280 301 331 324 331 327 327 327 327 327 327K 1686 1752 1686 1673 1705 1714 1609 1669 1619 1624 16241 1815 1739 1750 1755 1696 1760 1733 1644 1692 1636 16412 1714 1792 1726 1766 1772 1680 1779 1768 1667 1709 16533 1818 1731 1781 1725 1774 1782 1699 1814 1791 1684 17264 1716 1846 1754 1792 1745 1820 1801 1737 1837 1808 17015 1829 1746 1824 1768 1794 1778 1839 1834 1760 1854 1825

Sub-Total 10858 10907 10852 10803 10817 10861 10787 10793 10693 10642 10497Increase -163 49 -55 -49 14 44 -74 6 -100 -51 -145Percent -1.48% 0.45% -0.50% -0.45% 0.13% 0.41% -0.68% 0.06% -0.93% -0.48% -1.36%

6 1794 1842 1748 1811 1777 1801 1800 1858 1861 1781 18757 1776 1803 1844 1756 1870 1829 1824 1837 1885 1882 18028 1920 1818 1809 1879 1755 1901 1845 1852 1856 1899 1896

Sub-Total 5490 5460 5401 5446 5402 5531 5469 5547 5602 5562 5573Increase 1 -30 -59 45 -44 129 -62 78 55 -40 11Percent 0.02% -0.55% -1.08% 0.83% -0.81% 2.39% -1.12% 1.43% 0.99% -0.71% 0.20%

9 2131 2212 2025 2012 2070 1976 2051 2012 2001 2010 205510 2012 1904 1990 1864 1861 1892 1871 1954 1917 1890 189711 1889 1820 1750 1864 1721 1732 1915 1906 1981 1938 191012 1817 1886 1820 1783 1854 1781 1762 1956 1939 2012 1973

Ungraded/TT/PG 24 30 3 0 0 0 0 0 0 0

Sub-Total 7849 7846 7615 7526 7506 7381 7599 7828 7838 7850 7835Increase -31 -3 -231 -89 -20 -125 218 229 10 12 -15Percent -0.39% -0.04% -2.94% -1.17% -0.27% -1.67% 2.95% 3.01% 0.13% 0.15% -0.19%

TOTAL 24197 24213 23868 23775 23725 23773 23855 24168 24133 24054 23905INCREASE -193 16 -345 -93 -50 48 82 313 -35 -79 -149PERCENT -0.79% 0.07% -1.42% -0.39% -0.21% 0.20% 0.34% 1.31% -0.14% -0.33% -0.62%

* Includes Head Start, Early Childhood Special Education & Pre-Kindergarten

SPOTSYLVANIA COUNTY SCHOOLSProjected Enrollment-2015-2019



340

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Special Education December 1 Count 2993 3164 3288 3299 3317 3153 3047 2905 2782 2698

Special Education & General Education Total Membership 19034213912206722955238112418624390241972421323868

0

5000

10000

15000

20000

25000

30000

Fiscal Year Special Education

December 1 Count

Special Education & General Education Total

Membership

Special Education Membership as % of Total Membership

2002 2993 19034 16% 2003 3164 21391 15% 2004 3288 22067 15% 2005 3299 22955 14% 2006 3317 23811 14% 2007 3153 24186 13% 2008 3047 24390 12% 2009 2905 24197 12% 2010 2782 24213 11% 20112012

26982687

2386823775

11%2012 2700 23868 11%

FY 2002 - 2012

2012

2687

23775

Spotsylvania County SchoolsPercentage of Special Education Program Students

Fiscal YearSpecial Edu on

December 1 Count

Special Edu on & General Edu on

Membership

Special Edu on Membership as % of Total Membership

2003 3164 21391 15%2004 3288 22067 15%2005 3299 22955 14%2006 3317 23811 14%2007 3153 24186 13%2008 3047 24390 12%2009 2905 24197 12%2010 2780 24213 11%2011 2698 23868 11%2012 2687 23775 11%2013 2623 23725 11%2014 2683 23773 11%

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Special Education December 1 Count 3288 3299 3317 3153 3047 2905 2780 2698 2687 2623 2683 Special Education & General Education

Membership 22067 22955 23811 24186 24390 24197 24213 23868 23775 23725 23773

0

5000

10000

15000

20000

25000

30000

FY 2003-2014



341

Student Demographics

Student demographics are anticipated to remain fairly constant. Special Education enrollment has averaged 11% of the total student enrollment. However, the number and percentage of students with disabilities has fluctuated slightly over the past years with a high of 3,317 or 14% of the overall enrollment in 2006 to a low of 2,623 or 11% of the overall enrollment in FY 2014. From December 1, 2013 to December 1, 2014, the number of students with disabilities increased by 60, or 2%. The number of students eligible for free and reduced price lunches has increased from 11% in FY 02 to 35.4% in FY 14. This increase is reflective of the economy and will remain consistent until there is an economic upturn.

The ethnic composition of Spotsylvania County Public Schools’ student enrollment is shown in the pie chart below. The largest group continues to be white students followed by black students.

Spotsylvania County DemographicsSpotsylvania County, consisting of 407 square miles, is located in eastern Virginia, mid-way between the nation’s capital in Washington D.C. and the State capital of Richmond, both of which are about 50 miles distant. According to the American Community Survey of the United States Census Bureau, the population in 2008 was estimated at 119,194.

Spotsylvania County Public SchoolsThe school division serves approximately 23,800 students as of September 30, 2014. SCS is the 11th largest of 132 school divisions in Virginia.

White 62.3%

Black 18.4%

Hispanic 11.4%

Asian 2.7%

Other 5.2%

Student Ethnic Demographics



342

Performance Results

Trends in SOL Test Scores – On the RiseAll students in Virginia’s public schools must participate in the Standards of Learning (SOL) testing program. Division scores are posted at www.scs.k12.va.us and the state’s Web site (http://www.pen.k12.va.us/), along with the test scores of other school divisions. Tests are administered in each of the four core curriculum areas (English, history, mathematics, and science). Over the eleven years of the state’s testing program, a positive (improving) trend has been seen in almost all test areas. The mathematics assessments at grades 6 and 7 were particularly difficult and Spotsylvania Schools, as well as most middle schools statewide, showed lower than desired results. Overall, the improvements are significant as the school division’s population becomes more diverse. School staff continues to work hard in every classroom to ensure that the trend to improve continues, thus addressing the needs of every student.

State Accreditation – Evidence of QualityAccreditation is an individual school rating determined by the Virginia Department of Education that averages the results of all students on English, mathematics, history, and science SOL tests. All Spotsylvania County Public Schools are “Accredited” by the Virginia Department of Education for the 2013-2014 school year.

Year 2008 2009 2010 2011 2012 2013# of

Schools29 of 29 29 of 29 29 of 29 29 of 29 29 of 29 29 of 29

SOL State Accreditation by Year



343

On-Time Graduation Rate – Closely Monitored

The Virginia Department of Edu on (VDOE) publishes annual state-level, division-level and school-level cohort reports that detail outcomes for students who entered the ninth-grade for the first me together and were scheduled to graduate four years later.

The Virginia On-Time Gradu on Rate expresses the percentage of students in a cohort who earned a Board of Educa on-approved diploma within four years of entering high school for the first me. Percentages are based on longitudinal student-level data and account for student mobility and reten on and promo on pa erns.

The Virginia On-Time Gradu on Rate is calculated by dividing the number of students earning a diploma by the number of students who entered the ninth-grade in the same cohort (plus transfers in minus transfers out). While students who earn a GED or a cer te of comple on are not dropouts, they are not counted as graduates in this calcu on.

The On-Time Gradu on Rate for Spotsylvania County Public Schools has increased 5.7 percentage points since the Department of Edu on began the calcula on in 2008. Virginia’s On-Time Graduation Rate hasrisen 5.9 points since 2008.

On-Time Graduation Rate

Year 2008 2009 2010 2011

Spotsylvania 80.20% 80.70% 88.30% 84.50%

State 82.10% 83.20% 85.70% 86.60%

Source: Virginia Department of Education (http://www.doe.virginia.gov/statistics_reports/graduation_completion/cohort_reports/index.shtml)

Performance Results (continued)

On-TIme Graduation Rate - Closely Monitored

Spotsylvania 80.20% 80.70% 88.30% 84.50% 85.90% 88.30%

State 82.10% 83.20% 85.70% 86.60% 88.00% 89.20%

2013

On-Time Graduation Rate

Year 2008 2009 2010 2011 2012



344


Drop-Out Rate – Closely WatchedThe state of Virginia calculates a school division’s dropout rate and reports that data for public comparison of each school division. The division has a committee focused specifically on identifying strategies to lower or eliminate the drop-out rate.

Senior Scholarships – Assisting Students Each spring, graduating seniors compete fro college scholarships as they prepare for the next phase of their lives. Spotsylvania high schools assist students by providing information and facilitating their searches and applications. The recent scholarship support received by Spotsylvania students is shown below:

This trend of increasing scholarship amounts for Spotsylvania seniors is due to the coordinated efforts between the school and home. Counselors use email and telephone calls to alert parents of scholarship opportunities as well as providing periodic “Financial Aid Workshops” for parents and students. (Involvement in these workshops is encouraged long before the student’s senior year.) A College and Career Center in each high school also provides information for students about scholarship opportunities. Additionally, the success of each scholarship recipient is shared with other students to encourage them to consider scholarship searches.

National Board Certification – Raising the BarNational Board Certification (NBC) was created in 1987 to establish high standards to advance the quality of teaching and learning. Offered on a voluntary basis to teachers with at least three years of teaching experience, NBC complements, but does not replace, state licensing. Candidates participate in an extensive year-long assessment of actual teaching practice that requires teaching portfolios, including student work, work samples, videotapes, and thoughtful, written analyses of the candidates’ classroom teaching, and student learning. Teachers are also tested on their knowledge specific to their fields. NBC is unique in that it assesses not only the knowledge teachers possess, but the actual use of their skills and professional judgment in the classroom as they work to improve student learning. Twelve (12) Spotsylvania County Public Schools’ teachers achieved certification in December 2009 bringing our division total to 57 Nationally Board certified teachers.

Year 2008 2009 2010 2011 2012 2013

Spotsylvania 6.10% 5.50% 4.80% 4.90% 5.60% 4.40%

State 8.70% 8.00% 7.80% 7.10% 6.50% 5.90%

Drop-Out Rate

Year 2006 2007 2008 2009 2010 2011 2012 2013

Scholarship Total

$ 11,362,545 $ 10,407,347 $ 13,157,099 $ 16,645,234 $ 18,715,982 $ 26,170,518 $ 19,524,641 $ 31,727,664

Senior Scholarships



345


Special Education Services – Students with Special Needs BenefitChildren with disabilities between the ages of 2-22 are provided with specialized instruction and services in order to enable them to achieve their highest potential. As of December 1, 2012, there are 2,623 special services students in the division.

DisabilityDec 1 2008 Students

Dec 1 2009 Students

Dec 1 2010 Students

Dec 1 2011 Students

Dec 1 2012 Students

Dec 1 2013 Students

SLD (specific learning disability) 1106 1007 925 898 839 844

SLI (speech/language impairment) 600 578 574 580 520 512

OHI (other health impairment) 452 430 428 437 446 484

DD (developmentally delayed) 86 89 125 135 162 180

ID (intellectual disabilities) 178 174 156 151 147 142

ED (emotional disturbance) 186 165 153 153 157 152

AUT (autism) 178 206 216 226 252 270

HI (hearing impaired) 25 33 29 28 22 20

MD (multiple disabilities) 26 24 27 30 37 31

SD (severe disability) 30 30 19 11 0 0

VI (visually impaired) 12 17 17 13 15 18

OI (orthopedic impairment) 21 21 23 19 18 21

TBI (traumatic brain injury) 5 6 5 5 7 6

DB (deaf-blindness) 0 0 1 1 1 3

TOTAL (as of December 1) 2905 2780 2698 2687 2623 2683



346

Division Wide Accomplishments

Instruction

• Achieved Full State Accreditation for all schools since 2008. • Received “District Accreditation” the top rating awarded through AdvancED. • Maintained Gateway Academy to serve the needs of autistic children. Developed Gateway Primary for elementary students. • Received state-wide recognition for 4 schools through the Virginia Index of Performance Program. • Redesigned elementary summer school program to meet individual student’s needs by focusing on specific skill deficits. • Developed a new Kindergarten, First, and Second grade report card to be implemented during the 2012-2013 school year. • Instituted an early entrance to kindergarten protocol allowing students that meet criteria to be enrolled. • Expanded the division’s support of students under the McKinney-Vento Homeless Assistance Act with the leadership of social workers. • Elementary School recognized for teacher leadership and innovation using interactive whiteboard technology (SMART) to support student engagement and learning. • Courthouse Road Elementary School is now one of 198 schools in the nation designated as a SMART Showcase school. • Provided foundational supports and understanding of current best practices to support Professional Learning Communities (PLC Models) and a shift towards embedded professional learning models. • Established a “Response to Intervention” (RtI) committee to review best practices for monitoring student progress and providing instructional modifications and interventions as necessary. • Promoted STEM and supported several STEM initiatives during and after the school day (NSTAR, “Mad about STEM” Club). • Implemented “Retool For School”, an instructional professional learning symposium for schools and teacher leaders. • Obtained funding to purchase Read 180 at the middle school level to support students struggling in the area of literacy.



347

Division Wide Accomplishments (Continued)

Human Resources

• Received a national award from the American Association of Personnel Administrators for the division’s • Received a national award from the American Association of Personnel Administrators for the division’s Mentor Teacher Program. • Continued to maintain the unique applicant tracking system (SAM) with support from the Technology department. • Developed a Tiered Evaluation System for professional growth for Instructional Staff. • Increased highly qualified instructional staff from 76% to 99.9%. • Increased National Board Certified Teachers to 54. • Successfully coordinated the third annual Regional Teacher Job Fair with six participating school divisions. • Created and distributed informational materials for all employee groups regarding various types of available benefit options. • Created and implemented a Winter Safe Driving and Winter Safety Program. • Collaborated with the Virginia Municipal League to create a workplace safety video for all employee groups. • Participated in Student and Employee Wellness Taskforce to increase awareness of preventative health care measures. • Expanded the Division Safety Committee to reduce number and severity of workplace injuries. • Successfully implemented Division’s streamlining initiatives for increases in efficiency and cost savings. • Continued to maintain the automated Division-wide substitute management system (AESOP). • Began implementing a revised Evaluation System for 2012-2013 in alignment with adopted Uniform Standards.

Technology Services

• Designed and developed the Electronic Employee Evaluation System for principals and teachers. • Implemented electronic bill payments to vendors. • Designed a process to automate data collection and report collection for the Annual School Report. • Designed and developed teacher and school level testing in SOLO. • Designed and developed processes to collect data for VDOE Master Schedule Collection. • Designed and developed web-based period attendance system for teachers in middle and high schools. • Designed and developed Teacher/Student Remediation tracking system. • Designed and developed KG-2 Electronic Report Card system. • Implemented a web-based email communication tool - LOOPS. • Assisted Technology Support and Transportation departments in moving systems to new servers. • Doubled Internet connection bandwidth to 200mb. • Made Mobile email, calendar, and contacts available for every staff member. • Established platform for streamlining of school board meetings, work sessions, etc. (All FY 2012 high school graduations will be streamlined). • Upgraded Pearson TestNav SOL Testing Delivery Solution - proctor cache servers, networks upgraded, and clients configured. • Migrated cafeteria Point of Sale (POS) equipment and data from Cafe Manager to Nutri-Kids. • Implemented an IP based cable TV solution that will allow cable TV to be viewed from within any computer browser. • 2011 George Mason University Study on the Impact of Instructional Technology in the classroom.



348


Finance

• Earned the Association of School Business Officials (ASBO) International’s Meritorious Budget Award for achieving the highest standards of school budgeting and issuing a quality budget document for FY 10, FY 11, and FY 12. • Earned the “Excellence in Achievement” Award for 2011 issued by the Universal Public Purchasing Certification Council (UPPCC) for the Purchasing Agent maintaining an active certification as a Certified Professional Public Buyer. • Developed the annual budget by working with the administration, School Board, Board of Supervisors and County staff. • Offered Long-Term Care Insurance to school employees. • Facilitated budget review committee meetings to solicit public engagement for the FY 2013 budget development process. • Worked with the Division’s Third Party Administrator (TPA) to implement a more efficient way of transmitting salary redirection agreements for retirement contributions. • Actively participated in focus group sessions and provided input for the VRS Modernization project. • Continued to work with schools and administrative departments to complete another successful year in obtaining quality goods and services at the best available price through competitive practices for the benefit of the tax payers. • Recognized an employee for earning the Virginia Contracting Associate certification. • Processed approximately 1,000 invoices for schools and departments. • Implemented quarterly fiscal meetings with each department manager. • Received a “clean” unqualified audit opinion for fiscal year 2011.

Public Information

• Implemented Live Streaming of School Board meetings. • Revised Safe Teen Driver Seminar video and materials. • Established a communication protocol with the Sheriff’s Office. • Supported Homelessness Awareness Event - Camp Out, Rock Out, Knock Out Homelessness. • Relocated Print Shop to the maintenance building. • Began revamping the Business Partners Program (anticipated launch is Summer of 2012). • Evaluated website site platforms and begin redesign of school websites (anticipated launch is Fall of 2012). • Supported Spotsylvania Education Foundation initiatives. • Created a Budget Update e-Newsletter. • Worked with Instruction to create parent communication protocols. • Created and presented media training to all principals.

Administration

• Revised and submitted for School Board approval the 2013 - 2017 Capital Improvement Plan. • Established an Athletic Task Force. • Supported Homelessness Awareness Initiatives - through events and establishing a designated area for distribution of donated items for our homeless students and families. • Strengthened community relationships with parents, officials, and business leaders. • Collaborated with the Spotsylvania Education Foundation. • Began updating the Division’s Strategic Plan. • Implemented streamlining measures to maximize staff talents to support classroom instruction and outsource to increase efficiencies for continuous improvement and to better serve student learning.



349


Transportation

• Implemented a pilot program with stop arm cameras to reduce the number of cars that drive by stopped school buses and, thus, increasing student safety. • Began integration of the next generation of GPS at no additional cost to the division. • Integrated Special Education dispatch with regular dispatch. • Worked with the Finance Department to establish quarterly meetings to help better manage expenditures. • For the first time, Fleet is completely independent from Transportation.

Maintenance/Construction

• Continued savings through Energy Management initiative. • Continued savings through Energy Management initiative. • Secured Qualified School Construction Bond (QSCB) funds to replace the entire lighting systems at five schools: Courthouse Road, Lee Hill, Salem, and Smith Station Elementary schools and Battlefield Middle school. • Secured Qualified School Construction Bond (QSCB) funds to replace all exterior windows at Chancellor Elementary school, replaced HVAC systems. • Completed major preventative HVAC maintenance projects including: coil cleaning, air handler replacement, control upgrades, and boiler tube replacements are ongoing. • Completed or began over 40 major capital maintenance projects throughout all school sites.

Food Services

• Renovated the Courtland High School serving lines. • Renovated Chancellor High/Middle Schools dish room. • Updated Ni River Middle, Post Oak Middle, and Brock Road Elementary Schools serving lines with the new Environments program offerings. • Created and provided nutritional analysis menus to Head Start monthly, as well as, provided monthly meal counts for federal auditing of the Head Start program. • Implemented communication enhancements for outreach to economically challenged families. • Continued working with County Treasurer’s office to collect funds from student accounts in arrears. • Installed new Point of Sales (POS) register system at all school sites with assistance from the Technology department. • Revised the school meal account policy.

Fleet Transportation Facility

• Selected by Virginia Clean Cities to receive a grant for conversion of ten vehicles to operate on propane fuel with an anticipated annual savings of $23,000. • Met optimum performance with 96% same day repair and maintenance services for school buses and County law enforcement vehicles. • Continued to maintain the reliability and safe operation of 1,063 units. • Provided a specialized preventive maintenance program that ensures cost effective repairs while minimizing unit downtime. • Increased customer satisfaction by enhanced communications and complete transparency.



350

Special Education Staffing Standards

The Special Education audit conducted by MGT of America, Inc. reported that staffing of special education classes should be consistent for all schools. Thus, the division has established guidelines for staffing special education classes that meet state guidelines. According to state guidelines, a school should have a point average of no more that 20 points for Level I and II combined classes and no more than 24 for Level I classes supported by a paraeducator in the class. Classes designed to serve Level II students with autism, deaf-blindness, multiple disabilities, and severe disabilities should have no more than 8 students per class with a paraeducator. Classes for Level II students who are emotionally disabled, hearing impaired, learning disabled, intellectually disabled, and orthopedic or other health impaired should have no more than 10 students per class. A Level I student is defined as a student whose Individualized Educational Plan (IEP) requires services for less than 50% of the school day. A Level II student is defined as a student who’s Individualized Educational Plan (IEP) requires services for greater than 50% of the school day.

In Spotsylvania, the staffing standard is based upon a point value of no more than 18 per teacher, with Level II classes having no more than 6-8 students. Level II self contained classes are staffed with at least one paraeducator; one-on-one paraeducators are assigned as required by an individual student IEP; one paraeducator is assigned to each elementary for its learning disabilities program; and paraeducators for middle/high are assigned to learning-disabled classrooms to accommodate inclusion core classes.



351

Personnel Resource Allocations

FY14 FY15


Adopted Budget

Variance % Change


Grand Total 3,010.4714 3,018.4714 8.0000 0.3%




352



Budget Budget








Grand Total 3010.4714 3018.4714 8.0000 0.3%

FTE Summary by Function - All Funds



353



Variance Change

INSTRUCTION 2,240.6633 2,232.1133 2,243.3800 2,247.7550 2,249.7550 2.0000 0.09%

TRANSPORTATION 403.5000 400.3500 401.3500 401.3500 410.3500 9.0000 2.24%

ADMINISTRATION 97.3000 95.3000 97.0000 92.9000 92.9000 - 0.00%

MAINTENANCE 149.8663 143.3330 137.2664 137.2664 137.2664 - 0.00%

TECHNOLOGY 83.0000 83.0000 78.0000 66.2000 66.2000 - 0.00%

FOOD SERVICE 80.0000 72.0000 70.0000 65.0000 62.0000 (3.0000) (0.05)

Grand Total 3,054.330 3,026.096 3,026.996 3,010.471 3,018.471 8.000 0.30%





354

FY 2015 Authorized Student Fees

Elementary Schools: No Fees

Middle Schools: a) Fee charged related to participation in extra-curricular athletics at the middle school level:

$100.00 ATHLETIC Fee – Per Sport/Per Year (Allowances will be made for economically disadvantaged students)

High Schools: a) Fee charged for enrollment in one or more of the following elective courses:

$20.00 ART (to cover the cost of consumable art materials) $15.00 PHOTOJOURNALISM (to cover the cost of digital and darkroom supplies) $ 5.00 KEYBOARDING; WORD PROCESSING; COMPUTER INFORMATION SYSTEMS; ADVANCED COMPUTER INFORMATION SYSTEMS; COMPUTER APPLICATIONS FOR SENIORS; ADVANCED DESIGN, MULTIMEDIA AND WEB TECHNOLOGIES; OFFICE ADMINISTRATION, and/or INFORMATION TECHNOLOGY FUNDAMENTALS (to cover the cost of computer/printer supplies)

b) Fee charged for consumable workbook used in the following elective courses: (student may elect to provide his/her own copy of the workbook in lieu of the fee)

Exact Cost Plus Shipping – SAT PREP COURSE (to cover the cost of the consumable workbook) Exact Cost Plus Shipping – ACCOUNTING (to cover the cost of the consumable workbook) Exact Cost Plus Shipping – AP BIOLOGY (to cover the cost of the consumable lab book Exact Cost Plus Shipping – CLASSROOM DRIVER EDUCATION (to cover cost of the consumable workbook)

c) High Schools may charge a late fee of 10 cents per day for overdue library books, which is capped at $3.00 per student.

d) Fee charged related to participation in extra-curricular athletics at the high school level: $100.00 ATHLETIC Fee – Per Sport/Per Year

e) $80.00 STUDENT PARKING Fee/Pass $5.00 (REPLACEMENT) of Student Parking Pass

The School Board provides for the reduction or waiver of fees for economically disadvantaged students and students whose families are undergoing economic hardships and are financially unable to pay them. To apply for a waiver, parents/guardians should contact the main office of the student’s school.



355

Supplement/Rate Schedule (Adopted Rates)

Substitutes Pay

FY 2014 FY 2015Teacher – Degreed – Daily Rate $ 70 $ 70Teacher – Non Degreed – Daily Rate $ 60 $ 60Long-Term Substitute – Endorsed - Daily Rate $165 $165Long-Term Substitute – Non Endorsed – Daily Rate $110 $110Para educator – Daily Rate $ 55 $ 55

Hourly Rates of Pay

Summer School Teacher $ 25 $ 25Summer School Paraeducator $ 12.50 $ 12.50Homebound Teacher $ 25 $ 25Adult Education Teacher $ 25 $ 25Algebra Readiness Teacher $ 25 $ 25Transportation Back to School Hotline $ 12.50 $ 10

Post Season Games/Events – Per Game

Football $ 58 $ 58Field Hockey $ 49 $ 49Cross Country $ 40 $ 40Basketball $ 40 $ 40All Others $ 36 $ 36



356

Elementary School Supplements

FY 2014 FY 2015Grade Level Chairperson $405 $405Special Education Chairperson $810 $810SOL Resource $405 $405Mentor Teacher $405 $405Extra Duty Assignments $405 $405

Middle School Supplements

FY 2014 FY 2015Athletic Director $2,000 $2,000Coach $1,200 $1,200Band $ 985 $ 985Chorus $ 985 $ 985Strings $ 985 $ 985James Farmer Sponsor $ 636 $ 636Honor Society Sponsor $ 405 $ 405SCA Sponsor $ 405 $ 405Year Book Sponsor $ 405 $ 405Drama Sponsor $ 405 $ 405Subject Area Coordinator $ 810 $ 810Special Education Chairperson $ 810 $ 810SOL Resource $ 405 $ 405Mentor Teacher $ 405 $ 405Webmaster $ 405 $ 405Certamen $ 405 $ 405




357

High School Supplements

FY 2014 FY 2015Battle of the Brains $1,250 $1,250Certamen $ 405 $ 405Debate Team Coach $1,215 $1,215Department Chairperson $2,116 $2,116 Drama Director $2,057 $2,057Forensics Coach $1,215 $1,215James Farmer Sponsor $ 636 $ 636Magazine Sponsor $ 810 $ 810Mentor Teacher $ 405 $ 405National Honor Society Sponsor $1,250 $1,250Newspaper Sponsor $1,702 $1,702SCA Sponsor $1,702 $1,702SOL Resource $ 405 $ 405Year Book Sponsor $1,702 $1,702 Advanced Placement Coordinator $1,620 $1,620Baseball – Assistant $1,620 $1,620Baseball – Head $2,025 $2,025Boys’ Basketball – Assistant Varsity $1,620 $1,620Boys’ Basketball – Head Varsity $2,430 $2,430Boys’ Track – Assistant $1,620 $1,620Boys’ Track – Head $2,025 $2,025Cheerleader – Assistant $1,620 $1,620Cheerleader – Head $2,025 $2,025Cheerleader – Competitive Cheer Coach $1,620 $1,620Chorus $2,057 + $2,057 +Cross Country – Assistant (For >30) $1,620 $1,620Cross Country – Head $2,025 $2,025Field Hockey – Assistant $1,620 $1,620Field Hockey – Head $2,025 $2,025Football – Assistant Varsity $2,025 $2,025Football – Head Varsity $3,159 $3,159Girls’ Basketball – Assistant Varsity $1,620 $1,620Girls’ Basketball – Head Varsity $2,430 $2,430Girls’ Track – Assistant $1,620 $1,620Girls’ Track – Head $2,025 $2,025Golf – Head $1,620 $1,620Marching Band – Assistant $1,702 $1,702Marching Band – Director $2,591 $2,591Soccer – Assistant $1,620 $1,620Soccer – Head $2,025 $2,025Softball – Assistant $1,620 $1,620Softball – Head $2,025 $2,025Strings $1,250 + $1,250 +Swimming – Assistant $1,620 $1,620Swimming - Head $2,025 $2,025Tennis $1,620 $1,620VolleyBall – Head $2,025 $2,025VolleyBall - Assistant $1,215 $1,215Wrestling – Assistant $1,620 $1,620Wrestling – Head $2,025 $2,025+ One supplement plus $200 for each additional school




358

Local Tax Information

#1 - Assessed Value & Market Value of Taxable Property

Calendar Year Assessed Value(1) Market Value(2) Assessed Value Market Value (4)

2006 * $13,233,227,700 $17,715,164,257 $669,846,551 $1,339,693,1022007 $13,821,769,200 $17,106,150,000 $686,429,684 $1,372,859,3682008 * $16,015,619,200 $14,626,136,256 $732,059,780 $1,464,119,5602009 $16,249,939,800 $12,154,031,264 $660,360,808 $1,320,721,6162010 * $12,637,661,700 $13,995,195,681 $733,708,427 $1,467,416,8542011 $12,790,018,108 $13,505,826,936 $747,950,998 $1,495,901,9962012 * $12,333,057,500 $13,657,870,986 $777,973,916 $1,555,947,8322013 $12,415,274,557 N/A $785,133,554 $1,570,267,1082014 * $12,930,408,800 N/A $777,870,449 $1,555,740,898

* Reassessment year(1) Assessed values are as of January 1 of each year .

(3) Includes Personal Property and Business Property as of January 1 or each year.(4) Personal Property is taxed based on an assessment of 50% of the market value.


Real Property Personal Property(3)

(2) Market Value for each year is determined by qualified sales that take place during the 12 months following each January 1 assessed value. Source of market value is the Virginia Dept. of Taxation.



359

#2 - Property Tax Rates and Collections

Real PropertyCalendar Year Rate(6) Revenues Rate(7) Revenue(8)

2006 $0.62 $77,452,828 $5.00/$5.00 $33,960,9412007 $0.62 $79,889,431 $5.00/$5.00 $36,055,5212008 $0.62 $87,632,222 $5.00/$5.00 $36,954,1402009 $0.62 $93,855,338 $6.26/$5.95 $37,947,5552010 $0.86 $98,897,152 $6.26/$5.95 $40,718,5972011 $0.86 $102,824,613 $6.26/$5.95 $43,337,3012012 $0.88 $101,979,953 $6.37/$5.95 $46,005,1002013 $0.88 $102,041,298 $6.37/$5.95 $47,070,5292014 $0.86 $103,470,612 $6.78/$5.95 $48,216,373

Machinery & ToolsCalendar Year Rate(7) Revenue Rate(7) Revenue

2006 $2.50 $982,121 $2.00 $392,5382007 $2.50 $1,068,770 $2.00 $431,6052008 $2.50 $1,013,397 $2.00 $410,7582009 $2.50 $943,973 $2.00 $350,8982010 $2.50 $763,443 $2.00 $242,6292011 $2.50 $919,819 $2.00 $261,3102012 $2.50 $716,325 $2.00 $270,6832013 $2.50 $996,059 $2.00 $278,6542014 $2.50 $724,175 $2.00 $290,514

(6) Per $100 of assessed value.(7) Per $100 at 50% of assessed value for Personal Property and no greater than 50% for Business Property.(8) Includes State revenue from the Personal Property Tax Relief Act.General Note: Rates shown are for the calendar year while the revenues shown are for the fiscal year.


(5) Includes Personal Property and Business Property. Rates are displayed as Personal Property followed by Business Property.

Heavy Construction Equipment

Personal Property(5)



360

#3 - School local transfer effect on average taxpayers

Calendar Year

% Transfer to Schools is of Tax-

Supported Expenditures

Residential Average Value

Residential Properties

Average Value Tax Rate

Average Real Estate Bill

Approx. Amount to Schools

Approx. Amount

Retained by County

2006 65.24% $11,533,892,700 55,359 $208,347 $0.62 $1,292 $843 $4492007 63.49% $11,979,907,400 56,199 $213,169 $0.62 $1,322 $839 $4832008 65.15% $13,390,878,900 56,516 $236,940 $0.62 $1,469 $957 $5122009 66.40% $13,522,688,800 56,658 $238,672 $0.62 $1,480 $983 $4972010 66.35% $9,769,305,500 56,715 $172,253 $0.86 $1,481 $983 $4982011 62.04% $9,872,291,600 56,789 $173,842 $0.86 $1,495 $928 $5682012 60.74% $9,705,672,400 57,202 $169,674 $0.88 $1,493 $907 $5862013 60.03% $9,776,290,000 57,315 $170,571 $0.88 $1,501 $901 $6002014 58.68% $10,351,867,900 57,914 $178,746 $0.86 $1,537 $902 $635


$843 $839 $957 $983 $983 $928 $907 $901 $902

$449 $483 $512 $497 $498 $568 $586 $600 $635

$0

$400

$800

$1,200

$1,600

2006 2007 2008 2009 2010 2011 2012 2013 2014 Tax Year

Average Residential Real Estate Tax Bill

Approx Amount to Schools Approx Amount Retained by County



361

PAY SCALES



362

PAY SCALESTABLE OF CONTENTS

ADMINISTRATIONAdministrative Assistant ..........................................................................................................................................365

Executive Administrative Assistant ..........................................................................................................................366

Assistant Superintendent… .....................................................................................................................................367

Assistant Superintendent (Masters Degree + 15 hours) ..........................................................................................368

Assistant Superintendent (Doctorate Degree) .........................................................................................................369

Director ....................................................................................................................................................................370

Director (Masters Degree + 15 hours) .....................................................................................................................371

Director (Educational Specialist Degree).................................................................................................................372

Director (Doctorate Degree) ....................................................................................................................................373

Director Level 1 .......................................................................................................................................................374

Director Level 1 (Masters Degree + 15 hours) ........................................................................................................375

Director Level 1 (Doctorate Degree)........................................................................................................................376

Executive Director ...................................................................................................................................................377

Executive Director (Masters Degree + 15 hours) ....................................................................................................378

Executive Director (Educational Specialist Degree) ................................................................................................379

Executive Director (Doctorate Degree)....................................................................................................................380

Elementary Assistant Principal ................................................................................................................................381

Elementary Assistant Principal (Masters Degree + 15 hours) .................................................................................382

Elementary Assistant Principal (Educational Specialist Degree) .............................................................................383

Elementary Assistant Principal (Doctorate Degree) ................................................................................................384

Elementary Principal................................................................................................................................................385

Elementary Principal (Masters Degree + 15 hours) ................................................................................................386

Elementary Principal (Doctorate Degree) ................................................................................................................387

Middle School Assistant Principal ............................................................................................................................388

Middle School Assistant Principal (Masters Degree + 15 hours) .............................................................................389

Middle School Assistant Principal (Doctorate Degree) ............................................................................................390

Middle School Principal ...........................................................................................................................................391

Middle School Principal (Masters Degree + 15 hours) ............................................................................................392

Middle School Principal (Doctorate) ........................................................................................................................393

Secondary Assistant Principal .................................................................................................................................394

Secondary Assistant Principal (Masters Degree + 15 hours) ..................................................................................395

Secondary Assistant Principal (Educational Specialist Degree) ..............................................................................396

Secondary Assistant Principal (Doctorate Degree) .................................................................................................397

Secondary Principal.................................................................................................................................................398

Secondary Principal (Masters Degree + 15 hours) .................................................................................................399

Secondary Principal (Educational Specialist Degree) .............................................................................................400

Secondary Principal (Doctorate Degree) .................................................................................................................401

Supervisor ...............................................................................................................................................................402

Supervisor (Masters Degree + 15 hours) ................................................................................................................403



363

INSTRUCTION (continued) Supervisor (Educational Specialist Degree) ............................................................................................................404

Supervisor (Doctorate Degree)................................................................................................................................405

Finance Analyst .......................................................................................................................................................406

Purchasing Agent ....................................................................................................................................................407

Purchasing Assistant ...............................................................................................................................................408

FOOD SERVICE Cafeteria Worker (Elementary/Middle) 4 Hours/day ................................................................................................409

Cafeteria Worker (Elementary/Middle) 5 Hours/day ................................................................................................410

Cafeteria Worker (Elementary/Middle) 6 Hours/day ................................................................................................411

Cafeteria Worker (High) 4 Hours/day ......................................................................................................................412



Elementary School Cafeteria Manager....................................................................................................................415

Middle School Cafeteria Manager ...........................................................................................................................416

High School Cafeteria Manager ..............................................................................................................................417

HEALTH SERVICES School Nurse (RN) Non-Bachelor’s Degree ............................................................................................................418

School Nurse (RN) Bachelor’s Degree ....................................................................................................................419

INSTRUCTION Health & Safety Officer ............................................................................................................................................420

Interpreter (Level 1 & Level 2) .................................................................................................................................421

Interpreter (Level 3 – 185 Days) ..............................................................................................................................422

Interpreter (Level 3 – 200 Days) ..............................................................................................................................423

Paraeducator/Instructional Technology Aids ............................................................................................................424

Family Service Workers & Coordinators - Head Start (11 Month) ...........................................................................425

Teacher – Head Start 10 month (Bachelor Degree) ................................................................................................426

Teacher – Head Start 10 month (Masters Degree) ..................................................................................................427

Teacher – Head Start 11 month (Bachelor Degree) ................................................................................................428

Teacher – Head Start 11 month (Masters Degree)............................................................................................................ 429

Teacher – 10 month (Bachelor Degree) ..................................................................................................................430

Teacher – 10 month (Bachelor Degree + 15 hours) ................................................................................................431

Teacher – 10 month (Masters Degree) ....................................................................................................................432

Teacher – 10 month (Masters Degree + 15 hours) ..................................................................................................433

Teacher – 10 month (Educational Specialist Degree) .............................................................................................434

Teacher – 10 month (Doctorate Degree) .................................................................................................................435

Teacher – 10.5 month (Bachelor Degree) ...............................................................................................................436

Teacher – 10.5 month (Bachelor Degree + 15 hours) .............................................................................................437

Teacher – 10.5 month (Masters Degree) .................................................................................................................438

Teacher – 10.5 month (Masters Degree + 15 hours) ...............................................................................................439

Teacher – 10.5 month (Doctorate Degree) ..............................................................................................................440

Teacher – 11 month (Bachelor Degree) ...................................................................................................................441

Teacher – 11 month (Bachelor Degree + 15 hours) .................................................................................................442





364

INSTRUCTION (continued) Teacher – 11 month (Educational Specialist Degree) ..............................................................................................445


Teacher – 12 month (Bachelor Degree) ..................................................................................................................447

Teacher – 12 month (Bachelor Degree + 15 hours) ................................................................................................448



Teacher – 12 month (Educational Specialist Degree) .............................................................................................451


MAINTENANCE Custodian ................................................................................................................................................................453

Head Custodian .......................................................................................................................................................454

Information Systems Operator.................................................................................................................................455

Maintenance Worker M-1 ........................................................................................................................................456

Maintenance Mechanic/Fleet Worker M-2 ...............................................................................................................457

Maintenance Tradesman M-3 ..................................................................................................................................458

Non-Licensed Department Head M-4 ......................................................................................................................459

Licensed Department Head M-5..............................................................................................................................460

SECRETARIAL Secretary – 10 month ..............................................................................................................................................461

Secretary – 11 month ..............................................................................................................................................462

Secretary – 12 month ..............................................................................................................................................463

Bookkeeper/Secretary – 11 month ..........................................................................................................................464

Bookkeeper/Secretary – 12 month ..........................................................................................................................465

Bookkeeper – 12 month ..........................................................................................................................................466

Bookkeeper – Fiscal Services .................................................................................................................................467

TECHNOLOGY Analyst 1 ..................................................................................................................................................................468 Analyst 2 ..................................................................................................................................................................469

Analyst 3 ..................................................................................................................................................................470

Analyst 4 ..................................................................................................................................................................471

TRANSPORTATION Bus Aides (4 hour contract) .....................................................................................................................................472

Bus Aides (5 hour contract) .....................................................................................................................................473

Bus Driver (4 hour contract) ....................................................................................................................................474

Bus Drivers (5 hour contract)...................................................................................................................................475

Bus Route Coordinator/Driver Trainer .....................................................................................................................476

Supervisor ...............................................................................................................................................................477



FY 2015 Pay Scales

365

ADMINISTRATION Administrative Assistant

Step FY 14 Salary FY 15 SalaryIncreaseAmount

0 $33,884 $34,223 $3391 $34,731 $35,079 $3482 $35,565 $35,921 $3563 $36,431 $36,796 $3654 $37,318 $37,692 $3745 $38,225 $38,608 $3836 $39,163 $39,555 $3927 $40,120 $40,522 $4028 $41,102 $41,514 $4129 $42,114 $42,536 $42210 $43,145 $43,577 $43211 $44,209 $44,652 $44312 $45,300 $45,753 $45313 $46,416 $46,881 $46514 $47,564 $48,040 $47615 $48,721 $49,209 $48816 $49,953 $50,453 $50017 $51,201 $51,714 $51318 $52,900 $53,429 $52919 $53,787 $54,325 $53820 $56,153 $56,715 $56221 $56,153 $56,715 $56222 $56,153 $56,715 $56223 $56,153 $56,715 $56224 $56,153 $56,715 $56225 $56,710 $57,278 $56826 $56,710 $57,278 $56827 $58,058 $58,639 $58128 $58,058 $58,639 $58129 $58,058 $58,639 $58130 $59,220 $59,813 $59331 $59,220 $59,813 $59332 $59,220 $59,813 $59333 $59,220 $59,813 $59334 $59,220 $59,813 $59335 $60,404 $61,009 $605

Note: Steps do not necessarily equate to years of service



FY 2015 Pay Scales

366

ADMINISTRATION Executive Administrative Assistant


0 $38,158 $38,540 $3821 $39,006 $39,397 $3912 $39,839 $40,238 $3993 $40,705 $41,113 $4084 $41,593 $42,009 $4165 $42,499 $42,924 $4256 $43,438 $43,873 $4357 $44,394 $44,838 $4448 $45,376 $45,830 $4549 $46,389 $46,853 $46410 $47,419 $47,894 $47511 $48,483 $48,968 $48512 $49,574 $50,070 $49613 $50,690 $51,197 $50714 $51,838 $52,357 $51915 $52,996 $53,526 $53016 $54,227 $54,770 $54317 $55,476 $56,031 $55518 $57,175 $57,747 $57219 $58,061 $58,642 $58120 $60,427 $61,032 $60521 $60,427 $61,032 $60522 $60,427 $61,032 $60523 $60,427 $61,032 $60524 $60,427 $61,032 $60525 $60,985 $61,595 $61026 $60,985 $61,595 $61027 $62,333 $62,957 $62428 $62,333 $62,957 $62429 $62,333 $62,957 $62430 $63,494 $64,129 $63531 $63,494 $64,129 $63532 $63,494 $64,129 $63533 $63,494 $64,129 $63534 $63,494 $64,129 $63535 $64,678 $65,325 $647




FY 2015 Pay Scales

367

ADMINISTRATION Assistant Superintendent


0 $101,906 $102,926 $1,0201 $103,945 $104,985 $1,0402 $106,023 $107,084 $1,0613 $108,143 $109,225 $1,0824 $110,307 $111,411 $1,1045 $112,513 $113,639 $1,1266 $114,762 $115,910 $1,1487 $117,057 $118,228 $1,1718 $117,877 $119,056 $1,1799 $118,703 $119,891 $1,18810 $119,534 $120,730 $1,19611 $120,370 $121,574 $1,20412 $121,212 $122,425 $1,21313 $122,059 $123,280 $1,22114 $122,916 $124,146 $1,23015 $123,777 $125,015 $1,23816 $124,643 $125,890 $1,24717 $125,515 $126,771 $1,25618 $126,394 $127,658 $1,26419 $127,279 $128,552 $1,27320 $128,168 $129,450 $1,28221 $129,066 $130,357 $1,29122 $129,970 $131,270 $1,30023 $130,880 $132,189 $1,30924 $131,795 $133,113 $1,31825 $132,718 $134,046 $1,32826 $133,648 $134,985 $1,33727 $136,145 $137,507 $1,36228 $137,091 $138,462 $1,37129 $138,039 $139,420 $1,38130 $138,989 $140,379 $1,39031 $138,989 $140,379 $1,39032 $138,989 $140,379 $1,39033 $138,989 $140,379 $1,39034 $138,989 $140,379 $1,39035 $138,989 $140,379 $1,390




FY 2015 Pay Scales

368

ADMINISTRATION Assistant Superintendent (Masters Degree + 15 hours)


0 $104,963 $106,013 $1,0501 $107,062 $108,133 $1,0712 $109,203 $110,296 $1,0933 $111,387 $112,501 $1,1144 $113,615 $114,752 $1,1375 $115,889 $117,048 $1,1596 $118,204 $119,387 $1,1837 $120,568 $121,774 $1,2068 $121,414 $122,629 $1,2159 $122,263 $123,486 $1,22310 $123,119 $124,351 $1,23211 $123,981 $125,221 $1,24012 $124,849 $126,098 $1,24913 $125,722 $126,980 $1,25814 $126,603 $127,870 $1,26715 $127,490 $128,765 $1,27516 $128,382 $129,666 $1,28417 $129,281 $130,574 $1,29318 $130,185 $131,487 $1,30219 $131,098 $132,409 $1,31120 $132,013 $133,334 $1,32121 $132,937 $134,267 $1,33022 $133,870 $135,209 $1,33923 $134,806 $136,155 $1,34924 $135,749 $137,107 $1,35825 $136,698 $138,065 $1,36726 $137,658 $139,035 $1,37727 $140,230 $141,633 $1,40328 $141,204 $142,617 $1,41329 $142,181 $143,603 $1,42230 $143,158 $144,590 $1,43231 $143,158 $144,590 $1,43232 $143,158 $144,590 $1,43233 $143,158 $144,590 $1,43234 $143,158 $144,590 $1,43235 $143,158 $144,590 $1,432




FY 2015 Pay Scales

369

ADMINISTRATION Assistant Superintendent (Doctorate Degree)


0 $108,021 $109,102 $1,0811 $110,181 $111,283 $1,1022 $112,384 $113,508 $1,1243 $114,631 $115,778 $1,1474 $116,925 $118,095 $1,1705 $119,264 $120,457 $1,1936 $121,648 $122,865 $1,2177 $124,082 $125,323 $1,2418 $124,950 $126,200 $1,2509 $125,825 $127,084 $1,25910 $126,706 $127,974 $1,26811 $127,592 $128,868 $1,27612 $128,485 $129,770 $1,28513 $129,384 $130,678 $1,29414 $130,290 $131,593 $1,30315 $131,204 $132,517 $1,31316 $132,122 $133,444 $1,32217 $133,046 $134,377 $1,33118 $133,978 $135,318 $1,34019 $134,916 $136,266 $1,35020 $135,858 $137,217 $1,35921 $136,810 $138,179 $1,36922 $137,768 $139,146 $1,37823 $138,733 $140,121 $1,38824 $139,704 $141,102 $1,39825 $140,681 $142,088 $1,40726 $141,666 $143,083 $1,41727 $144,314 $145,758 $1,44428 $145,317 $146,771 $1,45429 $146,322 $147,786 $1,46430 $147,329 $148,803 $1,47431 $147,329 $148,803 $1,47432 $147,329 $148,803 $1,47433 $147,329 $148,803 $1,47434 $147,329 $148,803 $1,47435 $147,329 $148,803 $1,474




FY 2015 Pay Scales

370

ADMINISTRATION Director


0 $88,277 $89,160 $8831 $90,043 $90,944 $9012 $91,842 $92,761 $9193 $93,680 $94,617 $9374 $95,553 $96,509 $9565 $97,465 $98,440 $9756 $99,413 $100,408 $9957 $101,402 $102,417 $1,0158 $102,110 $103,132 $1,0229 $102,825 $103,854 $1,02910 $103,546 $104,582 $1,03611 $104,270 $105,313 $1,04312 $105,001 $106,052 $1,05113 $105,736 $106,794 $1,05814 $106,476 $107,541 $1,06515 $107,222 $108,295 $1,07316 $107,972 $109,052 $1,08017 $108,729 $109,817 $1,08818 $109,489 $110,584 $1,09519 $110,255 $111,358 $1,10320 $111,025 $112,136 $1,11121 $111,803 $112,922 $1,11922 $112,586 $113,712 $1,12623 $113,375 $114,509 $1,13424 $114,169 $115,311 $1,14225 $114,968 $116,118 $1,15026 $115,773 $116,931 $1,15827 $117,937 $119,117 $1,18028 $118,755 $119,943 $1,18829 $119,576 $120,772 $1,19630 $120,399 $121,603 $1,20431 $120,399 $121,603 $1,20432 $120,399 $121,603 $1,20433 $120,399 $121,603 $1,20434 $120,399 $121,603 $1,20435 $120,399 $121,603 $1,204




FY 2015 Pay Scales

371

ADMINISTRATION Director (Masters Degree + 15 hours)


0 $90,925 $91,835 $9101 $92,743 $93,671 $9282 $94,597 $95,543 $9463 $96,490 $97,455 $9654 $98,420 $99,405 $9855 $100,388 $101,392 $1,0046 $102,395 $103,419 $1,0247 $104,442 $105,487 $1,0458 $105,174 $106,226 $1,0529 $105,910 $106,970 $1,06010 $106,652 $107,719 $1,06711 $107,398 $108,472 $1,07412 $108,150 $109,232 $1,08213 $108,907 $109,997 $1,09014 $109,670 $110,767 $1,09715 $110,438 $111,543 $1,10516 $111,210 $112,323 $1,11317 $111,991 $113,111 $1,12018 $112,773 $113,901 $1,12819 $113,563 $114,699 $1,13620 $114,357 $115,501 $1,14421 $115,157 $116,309 $1,15222 $115,964 $117,124 $1,16023 $116,776 $117,944 $1,16824 $117,594 $118,770 $1,17625 $118,416 $119,601 $1,18526 $119,246 $120,439 $1,19327 $121,475 $122,690 $1,21528 $122,318 $123,542 $1,22429 $123,164 $124,396 $1,23230 $124,011 $125,252 $1,24131 $124,011 $125,252 $1,24132 $124,011 $125,252 $1,24133 $124,011 $125,252 $1,24134 $124,011 $125,252 $1,24135 $124,011 $125,252 $1,241




FY 2015 Pay Scales

372

ADMINISTRATION Director (Education Specialist Degree)


0 $92,249 $93,172 $9231 $94,095 $95,036 $9412 $95,975 $96,935 $9603 $97,896 $98,875 $9794 $99,853 $100,852 $9995 $101,851 $102,870 $1,0196 $103,887 $104,926 $1,0397 $105,965 $107,025 $1,0608 $106,705 $107,773 $1,0689 $107,452 $108,527 $1,07510 $108,206 $109,289 $1,08311 $108,962 $110,052 $1,09012 $109,726 $110,824 $1,09813 $110,494 $111,599 $1,10514 $111,267 $112,380 $1,11315 $112,047 $113,168 $1,12116 $112,831 $113,960 $1,12917 $113,622 $114,759 $1,13718 $114,416 $115,561 $1,14519 $115,216 $116,369 $1,15320 $116,021 $117,182 $1,16121 $116,834 $118,003 $1,16922 $117,652 $118,829 $1,17723 $118,477 $119,662 $1,18524 $119,307 $120,501 $1,19425 $120,142 $121,344 $1,20226 $120,983 $122,193 $1,21027 $123,244 $124,477 $1,23328 $124,099 $125,340 $1,24129 $124,957 $126,207 $1,25030 $125,817 $127,076 $1,25931 $125,817 $127,076 $1,25932 $125,817 $127,076 $1,25933 $125,817 $127,076 $1,25934 $125,817 $127,076 $1,25935 $125,817 $127,076 $1,259




FY 2015 Pay Scales

373

ADMINISTRATION Director (Doctorate Degree)


0 $93,573 $94,509 $9361 $95,444 $96,399 $9552 $97,352 $98,326 $9743 $99,301 $100,295 $9944 $101,286 $102,299 $1,0135 $103,313 $104,347 $1,0346 $105,377 $106,431 $1,0547 $107,485 $108,560 $1,0758 $108,237 $109,320 $1,0839 $108,995 $110,085 $1,09010 $109,758 $110,856 $1,09811 $110,526 $111,632 $1,10612 $111,301 $112,415 $1,11413 $112,079 $113,200 $1,12114 $112,865 $113,994 $1,12915 $113,654 $114,791 $1,13716 $114,450 $115,595 $1,14517 $115,252 $116,405 $1,15318 $116,059 $117,220 $1,16119 $116,871 $118,040 $1,16920 $117,686 $118,863 $1,17721 $118,510 $119,696 $1,18622 $119,342 $120,536 $1,19423 $120,177 $121,379 $1,20224 $121,019 $122,230 $1,21125 $121,865 $123,084 $1,21926 $122,720 $123,948 $1,22827 $125,012 $126,263 $1,25128 $125,880 $127,139 $1,25929 $126,751 $128,019 $1,26830 $127,623 $128,900 $1,27731 $127,623 $128,900 $1,27732 $127,623 $128,900 $1,27733 $127,623 $128,900 $1,27734 $127,623 $128,900 $1,27735 $127,623 $128,900 $1,277




FY 2015 Pay Scales

374

ADMINISTRATION Director Level 1


0 $91,807 $92,726 $9191 $93,644 $94,581 $9372 $95,516 $96,472 $9563 $97,426 $98,401 $9754 $99,376 $100,370 $9945 $101,362 $102,376 $1,0146 $103,389 $104,423 $1,0347 $105,457 $106,512 $1,0558 $106,196 $107,258 $1,0629 $106,938 $108,008 $1,07010 $107,689 $108,766 $1,07711 $108,441 $109,526 $1,08512 $109,200 $110,292 $1,09213 $109,964 $111,064 $1,10014 $110,735 $111,843 $1,10815 $111,803 $112,922 $1,11916 $112,291 $113,414 $1,12317 $113,078 $114,209 $1,13118 $113,868 $115,007 $1,13919 $114,665 $115,812 $1,14720 $115,467 $116,622 $1,15521 $116,284 $117,447 $1,16322 $117,091 $118,262 $1,17123 $117,910 $119,090 $1,18024 $118,833 $120,022 $1,18925 $119,567 $120,763 $1,19626 $120,659 $121,866 $1,20727 $122,915 $124,145 $1,23028 $123,770 $125,008 $1,23829 $124,623 $125,870 $1,24730 $125,480 $126,735 $1,25531 $125,480 $126,735 $1,25532 $125,480 $126,735 $1,25533 $125,480 $126,735 $1,25534 $125,480 $126,735 $1,25535 $125,480 $126,735 $1,255




FY 2015 Pay Scales

375

ADMINISTRATION Director Level 1 (Masters Degree + 15 hours)


0 $94,561 $95,507 $9461 $96,453 $97,418 $9652 $98,382 $99,366 $9843 $100,350 $101,354 $1,0044 $102,357 $103,381 $1,0245 $104,403 $105,448 $1,0456 $106,492 $107,557 $1,0657 $108,620 $109,707 $1,0878 $109,382 $110,476 $1,0949 $110,146 $111,248 $1,10210 $110,919 $112,029 $1,11011 $111,695 $112,812 $1,11712 $112,476 $113,601 $1,12513 $113,265 $114,398 $1,13314 $114,057 $115,198 $1,14115 $115,157 $116,309 $1,15216 $115,661 $116,818 $1,15717 $116,470 $117,635 $1,16518 $117,284 $118,457 $1,17319 $118,105 $119,287 $1,18220 $118,931 $120,121 $1,19021 $119,774 $120,972 $1,19822 $120,603 $121,810 $1,20723 $121,447 $122,662 $1,21524 $122,399 $123,623 $1,22425 $123,153 $124,385 $1,23226 $124,278 $125,521 $1,24327 $126,602 $127,869 $1,26728 $127,483 $128,758 $1,27529 $128,361 $129,645 $1,28430 $129,245 $130,538 $1,29331 $129,245 $130,538 $1,29332 $129,245 $130,538 $1,29333 $129,245 $130,538 $1,29334 $129,245 $130,538 $1,29335 $129,245 $130,538 $1,293




FY 2015 Pay Scales

376

ADMINISTRATION Director Level 1 (Doctorate Degree)


0 $97,315 $98,289 $9741 $99,262 $100,255 $9932 $101,247 $102,260 $1,0133 $103,272 $104,305 $1,0334 $105,338 $106,392 $1,0545 $107,444 $108,519 $1,0756 $109,593 $110,689 $1,0967 $111,784 $112,902 $1,1188 $112,567 $113,693 $1,1269 $113,354 $114,488 $1,13410 $114,151 $115,293 $1,14211 $114,947 $116,097 $1,15012 $115,752 $116,910 $1,15813 $116,563 $117,729 $1,16614 $117,378 $118,552 $1,17415 $118,510 $119,696 $1,18616 $119,029 $120,220 $1,19117 $119,863 $121,062 $1,19918 $120,701 $121,909 $1,20819 $121,545 $122,761 $1,21620 $122,396 $123,620 $1,22421 $123,262 $124,495 $1,23322 $124,116 $125,358 $1,24223 $124,985 $126,235 $1,25024 $125,962 $127,222 $1,26025 $126,741 $128,009 $1,26826 $127,899 $129,178 $1,27927 $130,289 $131,592 $1,30328 $131,195 $132,507 $1,31229 $132,101 $133,423 $1,32230 $133,009 $134,340 $1,33131 $133,009 $134,340 $1,33132 $133,009 $134,340 $1,33133 $133,009 $134,340 $1,33134 $133,009 $134,340 $1,33135 $133,009 $134,340 $1,331




FY 2015 Pay Scales

377

ADMINISTRATION Executive Director


0 $97,057 $98,028 $9711 $98,894 $99,883 $9892 $100,766 $101,774 $1,0083 $102,676 $103,703 $1,0274 $104,626 $105,673 $1,0475 $106,612 $107,679 $1,0676 $108,639 $109,726 $1,0877 $110,707 $111,815 $1,1088 $111,446 $112,561 $1,1159 $112,188 $113,310 $1,12210 $112,939 $114,069 $1,13011 $113,691 $114,828 $1,13712 $114,450 $115,595 $1,14513 $115,214 $116,367 $1,15314 $115,985 $117,145 $1,16015 $117,053 $118,224 $1,17116 $117,541 $118,717 $1,17617 $118,328 $119,512 $1,18418 $119,118 $120,310 $1,19219 $119,915 $121,115 $1,20020 $120,717 $121,925 $1,20821 $121,534 $122,750 $1,21622 $122,341 $123,565 $1,22423 $123,160 $124,392 $1,23224 $124,083 $125,324 $1,24125 $124,817 $126,066 $1,24926 $125,909 $127,169 $1,26027 $128,165 $129,447 $1,28228 $129,020 $130,311 $1,29129 $129,873 $131,172 $1,29930 $130,730 $132,038 $1,30831 $130,730 $132,038 $1,30832 $130,730 $132,038 $1,30833 $130,730 $132,038 $1,30834 $130,730 $132,038 $1,30835 $130,730 $132,038 $1,308




FY 2015 Pay Scales

378

ADMINISTRATION Executive Director (Masters Degree + 15 hours)


0 $99,811 $100,969 $1,1581 $101,703 $102,880 $1,1772 $103,632 $104,828 $1,1963 $105,600 $106,815 $1,2154 $107,607 $108,844 $1,2375 $109,653 $110,910 $1,2576 $111,742 $113,018 $1,2767 $113,870 $115,170 $1,3008 $114,632 $115,938 $1,3069 $115,396 $116,710 $1,31410 $116,169 $117,492 $1,32311 $116,945 $118,273 $1,32812 $117,726 $119,063 $1,33713 $118,515 $119,859 $1,34414 $119,307 $120,660 $1,35315 $120,407 $121,771 $1,36416 $120,911 $122,279 $1,36817 $121,720 $123,098 $1,37818 $122,534 $123,920 $1,38619 $123,355 $124,749 $1,39420 $124,181 $125,583 $1,40221 $125,024 $126,433 $1,40922 $125,853 $127,272 $1,41923 $126,697 $128,124 $1,42724 $127,649 $129,084 $1,43525 $128,403 $129,848 $1,44526 $129,528 $130,985 $1,45727 $131,852 $133,331 $1,47928 $132,733 $134,221 $1,48829 $133,611 $135,108 $1,49730 $134,495 $136,000 $1,50531 $134,495 $136,000 $1,50532 $134,495 $136,000 $1,50533 $134,495 $136,000 $1,50534 $134,495 $136,000 $1,50535 $134,495 $136,000 $1,505




FY 2015 Pay Scales

379

ADMINISTRATION Executive Director (Education Specialist Degree)


0 $101,188 $102,440 $1,2521 $103,108 $104,378 $1,2702 $105,064 $106,354 $1,2903 $107,060 $108,370 $1,3104 $109,098 $110,429 $1,3315 $111,173 $112,525 $1,3526 $113,292 $114,664 $1,3727 $115,453 $116,847 $1,3948 $116,225 $117,627 $1,4029 $117,000 $118,409 $1,40910 $117,785 $119,203 $1,41811 $118,571 $119,996 $1,42512 $119,364 $120,797 $1,43313 $120,162 $121,604 $1,44214 $120,968 $122,417 $1,44915 $122,084 $123,545 $1,46116 $122,594 $124,060 $1,46617 $123,417 $124,891 $1,47418 $124,242 $125,724 $1,48219 $125,075 $126,566 $1,49120 $125,913 $127,412 $1,49921 $126,767 $128,274 $1,50722 $127,610 $129,126 $1,51623 $128,466 $129,990 $1,52424 $129,430 $130,964 $1,53425 $130,198 $131,739 $1,54126 $131,339 $132,892 $1,55327 $133,696 $135,273 $1,57728 $134,590 $136,175 $1,58529 $135,481 $137,075 $1,59430 $136,377 $137,980 $1,60331 $136,377 $137,980 $1,60332 $136,377 $137,980 $1,60333 $136,377 $137,980 $1,60334 $136,377 $137,980 $1,60335 $136,377 $137,980 $1,603




FY 2015 Pay Scales

380

ADMINISTRATION Executive Director (Doctorate Degree)


0 $102,565 $103,910 $1,3451 $104,512 $105,876 $1,3642 $106,497 $107,881 $1,3843 $108,522 $109,926 $1,4044 $110,588 $112,014 $1,4265 $112,694 $114,140 $1,4466 $114,843 $116,310 $1,4677 $117,034 $118,524 $1,4908 $117,817 $119,315 $1,4989 $118,604 $120,109 $1,50510 $119,401 $120,914 $1,51311 $120,197 $121,718 $1,52112 $121,002 $122,531 $1,52913 $121,813 $123,350 $1,53714 $122,628 $124,174 $1,54615 $123,760 $125,318 $1,55816 $124,279 $125,841 $1,56217 $125,113 $126,683 $1,57018 $125,951 $127,529 $1,57819 $126,795 $128,382 $1,58720 $127,646 $129,241 $1,59521 $128,512 $130,115 $1,60322 $129,366 $130,979 $1,61323 $130,235 $131,856 $1,62124 $131,212 $132,844 $1,63225 $131,991 $133,630 $1,63926 $133,149 $134,800 $1,65127 $135,539 $137,214 $1,67528 $136,445 $138,130 $1,68529 $137,351 $139,043 $1,69230 $138,259 $139,961 $1,70231 $138,259 $139,961 $1,70232 $138,259 $139,961 $1,70233 $138,259 $139,961 $1,70234 $138,259 $139,961 $1,70235 $138,259 $139,961 $1,702




FY 2015 Pay Scales

381

ADMINISTRATION Elementary Assistant Principal


0 $78,265 $79,048 $7831 $78,786 $79,574 $7882 $79,305 $80,099 $7943 $79,829 $80,628 $7994 $80,347 $81,151 $8045 $80,868 $81,677 $8096 $81,389 $82,203 $8147 $81,913 $82,733 $8208 $82,434 $83,259 $8259 $82,953 $83,783 $83010 $83,475 $84,310 $83511 $83,995 $84,835 $84012 $84,516 $85,362 $84613 $85,036 $85,887 $85114 $85,558 $86,414 $85615 $86,090 $86,951 $86116 $86,090 $86,951 $86117 $86,090 $86,951 $86118 $86,090 $86,951 $86119 $86,090 $86,951 $86120 $86,090 $86,951 $86121 $86,090 $86,951 $86122 $86,090 $86,951 $86123 $86,090 $86,951 $86124 $86,090 $86,951 $86125 $86,090 $86,951 $86126 $86,090 $86,951 $86127 $87,372 $88,246 $874




FY 2015 Pay Scales

382

ADMINISTRATION Elementary Assistant Principal (Masters Degree + 15 hours)


0 $80,613 $81,420 $8071 $81,149 $81,961 $8122 $81,683 $82,500 $8173 $82,223 $83,046 $8234 $82,758 $83,586 $8285 $83,294 $84,127 $8336 $83,831 $84,670 $8397 $84,371 $85,215 $8448 $84,906 $85,756 $8509 $85,441 $86,296 $85510 $85,978 $86,838 $86011 $86,514 $87,380 $86612 $87,052 $87,923 $87113 $87,587 $88,463 $87614 $88,124 $89,006 $88215 $88,673 $89,560 $88716 $88,673 $89,560 $88717 $88,673 $89,560 $88718 $88,673 $89,560 $88719 $88,673 $89,560 $88720 $88,673 $89,560 $88721 $88,673 $89,560 $88722 $88,673 $89,560 $88723 $88,673 $89,560 $88724 $88,673 $89,560 $88725 $88,673 $89,560 $88726 $88,673 $89,560 $88727 $89,994 $90,894 $900




FY 2015 Pay Scales

383

ADMINISTRATION Elementary Assistant Principal (Education Specialist Degree)


0 $81,787 $82,605 $8181 $82,331 $83,155 $8242 $82,874 $83,703 $8293 $83,421 $84,256 $8354 $83,962 $84,802 $8405 $84,507 $85,353 $8466 $85,052 $85,903 $8517 $85,599 $86,455 $8568 $86,143 $87,005 $8629 $86,686 $87,553 $86710 $87,230 $88,103 $87311 $87,775 $88,653 $87812 $88,319 $89,203 $88413 $88,863 $89,752 $88914 $89,408 $90,303 $89515 $89,964 $90,864 $90016 $89,964 $90,864 $90017 $89,964 $90,864 $90018 $89,964 $90,864 $90019 $89,964 $90,864 $90020 $89,964 $90,864 $90021 $89,964 $90,864 $90022 $89,964 $90,864 $90023 $89,964 $90,864 $90024 $89,964 $90,864 $90025 $89,964 $90,864 $90026 $89,964 $90,864 $90027 $91,304 $92,218 $914




FY 2015 Pay Scales

384

ADMINISTRATION Elementary Assistant Principal (Doctorate Degree)


0 $82,960 $83,790 $8301 $83,513 $84,349 $8362 $84,063 $84,904 $8413 $84,617 $85,464 $8474 $85,168 $86,020 $8525 $85,721 $86,579 $8586 $86,273 $87,136 $8637 $86,827 $87,696 $8698 $87,380 $88,254 $8749 $87,930 $88,810 $88010 $88,483 $89,368 $88511 $89,034 $89,925 $89112 $89,587 $90,483 $89613 $90,139 $91,041 $90214 $90,691 $91,598 $90715 $91,255 $92,168 $91316 $91,255 $92,168 $91317 $91,255 $92,168 $91318 $91,255 $92,168 $91319 $91,255 $92,168 $91320 $91,255 $92,168 $91321 $91,255 $92,168 $91322 $91,255 $92,168 $91323 $91,255 $92,168 $91324 $91,255 $92,168 $91325 $91,255 $92,168 $91326 $91,255 $92,168 $91327 $92,615 $93,542 $927




FY 2015 Pay Scales

385

ADMINISTRATION Elementary Principal


0 $87,263 $88,136 $8731 $89,008 $89,899 $8912 $90,789 $91,697 $9083 $92,605 $93,532 $9274 $94,457 $95,402 $9455 $96,346 $97,310 $9646 $98,272 $99,255 $9837 $100,239 $101,242 $1,0038 $101,241 $102,254 $1,0139 $102,253 $103,276 $1,02310 $103,275 $104,308 $1,03311 $104,309 $105,353 $1,04412 $105,351 $106,405 $1,05413 $106,405 $107,470 $1,06514 $107,469 $108,544 $1,07515 $108,543 $109,629 $1,08616 $109,628 $110,725 $1,09717 $110,724 $111,832 $1,10818 $111,832 $112,951 $1,11919 $112,949 $114,079 $1,13020 $114,079 $115,220 $1,14121 $114,079 $115,220 $1,14122 $114,079 $115,220 $1,14123 $114,079 $115,220 $1,14124 $114,079 $115,220 $1,14125 $114,079 $115,220 $1,14126 $114,079 $115,220 $1,14127 $115,222 $116,375 $1,15328 $115,222 $116,375 $1,15329 $115,222 $116,375 $1,15330 $115,222 $116,375 $1,15331 $115,222 $116,375 $1,15332 $115,222 $116,375 $1,15333 $115,222 $116,375 $1,15334 $115,222 $116,375 $1,15335 $115,222 $116,375 $1,153




FY 2015 Pay Scales

386

ADMINISTRATION Elementary Principal (Masters Degree + 15 hours)


0 $89,882 $90,781 $8991 $91,678 $92,595 $9172 $93,513 $94,449 $9363 $95,383 $96,337 $9544 $97,291 $98,264 $9735 $99,237 $100,230 $9936 $101,220 $102,233 $1,0137 $103,245 $104,278 $1,0338 $104,277 $105,320 $1,0439 $105,321 $106,375 $1,05410 $106,373 $107,437 $1,06411 $107,437 $108,512 $1,07512 $108,512 $109,598 $1,08613 $109,597 $110,693 $1,09614 $110,693 $111,800 $1,10715 $111,799 $112,917 $1,11816 $112,918 $114,048 $1,13017 $114,047 $115,188 $1,14118 $115,187 $116,339 $1,15219 $116,338 $117,502 $1,16420 $117,502 $118,678 $1,17621 $117,502 $118,678 $1,17622 $117,502 $118,678 $1,17623 $117,502 $118,678 $1,17624 $117,502 $118,678 $1,17625 $117,502 $118,678 $1,17626 $117,502 $118,678 $1,17627 $118,678 $119,865 $1,18728 $118,678 $119,865 $1,18729 $118,678 $119,865 $1,18730 $118,678 $119,865 $1,18731 $118,678 $119,865 $1,18732 $118,678 $119,865 $1,18733 $118,678 $119,865 $1,18734 $118,678 $119,865 $1,18735 $118,678 $119,865 $1,187




FY 2015 Pay Scales

387

ADMINISTRATION Elementary Principal (Doctorate Degree)


0 $92,499 $93,424 $9251 $94,349 $95,293 $9442 $96,236 $97,199 $9633 $98,162 $99,144 $9824 $100,124 $101,126 $1,0025 $102,127 $103,149 $1,0226 $104,168 $105,210 $1,0427 $106,252 $107,315 $1,0638 $107,316 $108,390 $1,0749 $108,388 $109,472 $1,08410 $109,472 $110,567 $1,09511 $110,567 $111,673 $1,10612 $111,672 $112,789 $1,11713 $112,790 $113,918 $1,12814 $113,917 $115,057 $1,14015 $115,056 $116,207 $1,15116 $116,207 $117,370 $1,16317 $117,368 $118,542 $1,17418 $118,542 $119,728 $1,18619 $119,727 $120,925 $1,19820 $120,924 $122,134 $1,21021 $120,924 $122,134 $1,21022 $120,924 $122,134 $1,21023 $120,924 $122,134 $1,21024 $120,924 $122,134 $1,21025 $120,924 $122,134 $1,21026 $120,924 $122,134 $1,21027 $122,135 $123,357 $1,22228 $122,135 $123,357 $1,22229 $122,135 $123,357 $1,22230 $122,135 $123,357 $1,22231 $122,135 $123,357 $1,22232 $122,135 $123,357 $1,22233 $122,135 $123,357 $1,22234 $122,135 $123,357 $1,22235 $122,135 $123,357 $1,222




FY 2015 Pay Scales

388

ADMINISTRATION Middle School Assistant Principal


0 $78,265 $79,048 $7831 $79,047 $79,838 $7912 $79,831 $80,630 $7993 $80,613 $81,420 $8074 $81,395 $82,209 $8145 $82,179 $83,001 $8226 $82,960 $83,790 $8307 $83,742 $84,580 $8388 $84,527 $85,373 $8469 $85,311 $86,165 $85410 $86,091 $86,952 $86111 $86,875 $87,744 $86912 $87,657 $88,534 $87713 $88,440 $89,325 $88514 $89,224 $90,117 $89315 $90,003 $90,904 $90116 $90,003 $90,904 $90117 $90,003 $90,904 $90118 $90,003 $90,904 $90119 $90,003 $90,904 $90120 $90,003 $90,904 $90121 $90,003 $90,904 $90122 $90,003 $90,904 $90123 $90,003 $90,904 $90124 $90,003 $90,904 $90125 $90,003 $90,904 $90126 $90,003 $90,904 $90127 $91,287 $92,200 $913




FY 2015 Pay Scales

389

ADMINISTRATION Middle School Assistant Principal (Masters Degree + 15 hours)


0 $80,613 $81,420 $8071 $81,418 $82,233 $8152 $82,225 $83,048 $8233 $83,031 $83,862 $8314 $83,836 $84,675 $8395 $84,644 $85,491 $8476 $85,449 $86,304 $8557 $86,255 $87,118 $8638 $87,062 $87,933 $8719 $87,871 $88,750 $87910 $88,674 $89,561 $88711 $89,482 $90,377 $89512 $90,286 $91,189 $90313 $91,093 $92,004 $91114 $91,902 $92,822 $92015 $92,704 $93,632 $92816 $92,704 $93,632 $92817 $92,704 $93,632 $92818 $92,704 $93,632 $92819 $92,704 $93,632 $92820 $92,704 $93,632 $92821 $92,704 $93,632 $92822 $92,704 $93,632 $92823 $92,704 $93,632 $92824 $92,704 $93,632 $92825 $92,704 $93,632 $92826 $92,704 $93,632 $92827 $94,025 $94,966 $941




FY 2015 Pay Scales

390

ADMINISTRATION Middle School Assistant Principal (Doctorate Degree)


0 $82,960 $83,790 $8301 $83,790 $84,628 $8382 $84,619 $85,466 $8473 $85,449 $86,304 $8554 $86,278 $87,141 $8635 $87,109 $87,981 $8726 $87,937 $88,817 $8807 $88,767 $89,655 $8888 $89,598 $90,494 $8969 $90,430 $91,335 $90510 $91,256 $92,169 $91311 $92,088 $93,009 $92112 $92,916 $93,846 $93013 $93,747 $94,685 $93814 $94,578 $95,524 $94615 $95,404 $96,359 $95516 $95,404 $96,359 $95517 $95,404 $96,359 $95518 $95,404 $96,359 $95519 $95,404 $96,359 $95520 $95,404 $96,359 $95521 $95,404 $96,359 $95522 $95,404 $96,359 $95523 $95,404 $96,359 $95524 $95,404 $96,359 $95525 $95,404 $96,359 $95526 $95,404 $96,359 $95527 $96,764 $97,732 $968




FY 2015 Pay Scales

391

ADMINISTRATION Middle School Principal


0 $93,372 $94,306 $9341 $95,240 $96,193 $9532 $97,144 $98,116 $9723 $99,087 $100,078 $9914 $101,068 $102,079 $1,0115 $103,089 $104,120 $1,0316 $105,152 $106,204 $1,0527 $107,254 $108,327 $1,0738 $108,327 $109,411 $1,0849 $109,410 $110,505 $1,09510 $110,504 $111,610 $1,10611 $111,609 $112,726 $1,11712 $112,725 $113,853 $1,12813 $113,853 $114,992 $1,13914 $114,992 $116,142 $1,15015 $116,140 $117,302 $1,16216 $117,302 $118,476 $1,17417 $118,475 $119,660 $1,18518 $119,659 $120,856 $1,19719 $120,859 $122,068 $1,20920 $122,065 $123,286 $1,22121 $122,065 $123,286 $1,22122 $122,065 $123,286 $1,22123 $122,065 $123,286 $1,22124 $122,065 $123,286 $1,22125 $122,065 $123,286 $1,22126 $122,065 $123,286 $1,22127 $123,286 $124,519 $1,23328 $123,286 $124,519 $1,23329 $123,286 $124,519 $1,23330 $123,286 $124,519 $1,23331 $123,286 $124,519 $1,23332 $123,286 $124,519 $1,23333 $123,286 $124,519 $1,23334 $123,286 $124,519 $1,23335 $123,286 $124,519 $1,233




FY 2015 Pay Scales

392

ADMINISTRATION Middle School Principal (Masters Degree + 15 hours)


0 $96,173 $97,135 $9621 $98,096 $99,077 $9812 $100,058 $101,059 $1,0013 $102,060 $103,081 $1,0214 $104,100 $105,141 $1,0415 $106,181 $107,243 $1,0626 $108,306 $109,390 $1,0847 $110,472 $111,577 $1,1058 $111,577 $112,693 $1,1169 $112,693 $113,820 $1,12710 $113,819 $114,958 $1,13911 $114,956 $116,106 $1,15012 $116,108 $117,270 $1,16213 $117,268 $118,441 $1,17314 $118,441 $119,626 $1,18515 $119,625 $120,822 $1,19716 $120,821 $122,030 $1,20917 $122,029 $123,250 $1,22118 $123,249 $124,482 $1,23319 $124,484 $125,729 $1,24520 $125,727 $126,985 $1,25821 $125,727 $126,985 $1,25822 $125,727 $126,985 $1,25823 $125,727 $126,985 $1,25824 $125,727 $126,985 $1,25825 $125,727 $126,985 $1,25826 $125,727 $126,985 $1,25827 $126,985 $128,255 $1,27028 $126,985 $128,255 $1,27029 $126,985 $128,255 $1,27030 $126,985 $128,255 $1,27031 $126,985 $128,255 $1,27032 $126,985 $128,255 $1,27033 $126,985 $128,255 $1,27034 $126,985 $128,255 $1,27035 $126,985 $128,255 $1,270




FY 2015 Pay Scales

393

ADMINISTRATION Middle School Principal (Doctorate)


0 $98,975 $99,965 $9901 $100,954 $101,964 $1,0102 $102,971 $104,001 $1,0303 $105,032 $106,083 $1,0514 $107,133 $108,205 $1,0725 $109,274 $110,367 $1,0936 $111,461 $112,576 $1,1157 $113,689 $114,826 $1,1378 $114,826 $115,975 $1,1499 $115,975 $117,135 $1,16010 $117,135 $118,307 $1,17211 $118,306 $119,490 $1,18412 $119,489 $120,684 $1,19513 $120,684 $121,891 $1,20714 $121,892 $123,111 $1,21915 $123,109 $124,341 $1,23216 $124,340 $125,584 $1,24417 $125,584 $126,840 $1,25618 $126,839 $128,108 $1,26919 $128,109 $129,391 $1,28220 $129,389 $130,683 $1,29421 $129,389 $130,683 $1,29422 $129,389 $130,683 $1,29423 $129,389 $130,683 $1,29424 $129,389 $130,683 $1,29425 $129,389 $130,683 $1,29426 $129,389 $130,683 $1,29427 $130,683 $131,990 $1,30728 $130,683 $131,990 $1,30729 $130,683 $131,990 $1,30730 $130,683 $131,990 $1,30731 $130,683 $131,990 $1,30732 $130,683 $131,990 $1,30733 $130,683 $131,990 $1,30734 $130,683 $131,990 $1,30735 $130,683 $131,990 $1,307




FY 2015 Pay Scales

394

ADMINISTRATION Secondary Assistant Principal


0 $82,177 $82,999 $8221 $82,959 $83,789 $8302 $83,741 $84,579 $8383 $84,524 $85,370 $8464 $85,310 $86,164 $8545 $86,090 $86,951 $8616 $86,874 $87,743 $8697 $87,656 $88,533 $8778 $88,439 $89,324 $8859 $89,223 $90,116 $89310 $90,005 $90,906 $90111 $90,787 $91,695 $90812 $91,568 $92,484 $91613 $92,352 $93,276 $92414 $93,136 $94,068 $93215 $93,917 $94,857 $94016 $93,917 $94,857 $94017 $93,917 $94,857 $94018 $93,917 $94,857 $94019 $93,917 $94,857 $94020 $93,917 $94,857 $94021 $93,917 $94,857 $94022 $93,917 $94,857 $94023 $93,917 $94,857 $94024 $93,917 $94,857 $94025 $93,917 $94,857 $94026 $93,917 $94,857 $94027 $95,199 $96,151 $952




FY 2015 Pay Scales

395

ADMINISTRATION Secondary Assistant Principal (Masters Degree + 15 hours)


0 $84,643 $85,490 $8471 $85,448 $86,303 $8552 $86,254 $87,117 $8633 $87,060 $87,931 $8714 $87,870 $88,749 $8795 $88,673 $89,560 $8876 $89,481 $90,376 $8957 $90,285 $91,188 $9038 $91,092 $92,003 $9119 $91,900 $92,819 $91910 $92,705 $93,633 $92811 $93,512 $94,448 $93612 $94,316 $95,260 $94413 $95,123 $96,075 $95214 $95,930 $96,890 $96015 $96,736 $97,704 $96816 $96,736 $97,704 $96817 $96,736 $97,704 $96818 $96,736 $97,704 $96819 $96,736 $97,704 $96820 $96,736 $97,704 $96821 $96,736 $97,704 $96822 $96,736 $97,704 $96823 $96,736 $97,704 $96824 $96,736 $97,704 $96825 $96,736 $97,704 $96826 $96,736 $97,704 $96827 $98,056 $99,037 $981




FY 2015 Pay Scales

396

ADMINISTRATION Secondary Assistant Principal (Educational Specialist Degree)


0 $85,875 $86,734 $8591 $86,693 $87,560 $8672 $87,509 $88,385 $8763 $88,328 $89,212 $8844 $89,150 $90,042 $8925 $89,963 $90,863 $9006 $90,783 $91,691 $9087 $91,600 $92,516 $9168 $92,418 $93,343 $9259 $93,238 $94,171 $93310 $94,055 $94,996 $94111 $94,872 $95,821 $94912 $95,689 $96,646 $95713 $96,508 $97,474 $96614 $97,327 $98,301 $97415 $98,144 $99,126 $98216 $98,144 $99,126 $98217 $98,144 $99,126 $98218 $98,144 $99,126 $98219 $98,144 $99,126 $98220 $98,144 $99,126 $98221 $98,144 $99,126 $98222 $98,144 $99,126 $98223 $98,144 $99,126 $98224 $98,144 $99,126 $98225 $98,144 $99,126 $98226 $98,144 $99,126 $98227 $99,483 $100,478 $99528 $99,483 $100,478 $99529 $99,483 $100,478 $99530 $99,483 $100,478 $99531 $99,483 $100,478 $99532 $99,483 $100,478 $99533 $99,483 $100,478 $99534 $99,483 $100,478 $99535 $99,483 $100,478 $995




FY 2015 Pay Scales

397

ADMINISTRATION Secondary Assistant Principal (Doctorate Degree)


0 $87,108 $87,980 $8721 $87,936 $88,816 $8802 $88,766 $89,654 $8883 $89,596 $90,492 $8964 $90,429 $91,334 $9055 $91,255 $92,168 $9136 $92,087 $93,008 $9217 $92,915 $93,845 $9308 $93,746 $94,684 $9389 $94,577 $95,523 $94610 $95,405 $96,360 $95511 $96,235 $97,198 $96312 $97,062 $98,033 $97113 $97,893 $98,872 $97914 $98,724 $99,712 $98815 $99,552 $100,548 $99616 $99,552 $100,548 $99617 $99,552 $100,548 $99618 $99,552 $100,548 $99619 $99,552 $100,548 $99620 $99,552 $100,548 $99621 $99,552 $100,548 $99622 $99,552 $100,548 $99623 $99,552 $100,548 $99624 $99,552 $100,548 $99625 $99,552 $100,548 $99626 $99,552 $100,548 $99627 $100,911 $101,921 $1,010




FY 2015 Pay Scales

398

ADMINISTRATION Secondary Principal


0 $99,907 $100,907 $1,0001 $101,905 $102,925 $1,0202 $103,945 $104,985 $1,0403 $106,023 $107,084 $1,0614 $108,143 $109,225 $1,0825 $110,307 $111,411 $1,1046 $112,511 $113,637 $1,1267 $114,761 $115,909 $1,1488 $115,910 $117,070 $1,1609 $117,069 $118,240 $1,17110 $118,240 $119,423 $1,18311 $119,422 $120,617 $1,19512 $120,616 $121,823 $1,20713 $121,824 $123,043 $1,21914 $123,041 $124,272 $1,23115 $124,270 $125,513 $1,24316 $125,514 $126,770 $1,25617 $126,768 $128,036 $1,26818 $128,036 $129,317 $1,28119 $129,318 $130,612 $1,29420 $130,610 $131,917 $1,30721 $130,610 $131,917 $1,30722 $130,610 $131,917 $1,30723 $130,610 $131,917 $1,30724 $130,610 $131,917 $1,30725 $130,610 $131,917 $1,30726 $130,610 $131,917 $1,30727 $131,917 $133,237 $1,32028 $131,917 $133,237 $1,32029 $131,917 $133,237 $1,32030 $131,917 $133,237 $1,32031 $131,917 $133,237 $1,32032 $131,917 $133,237 $1,32033 $131,917 $133,237 $1,32034 $131,917 $133,237 $1,32035 $131,917 $133,237 $1,320




FY 2015 Pay Scales

399

ADMINISTRATION Secondary Principal (Masters Degree + 15 hours)


0 $102,905 $103,935 $1,0301 $104,963 $106,013 $1,0502 $107,063 $108,134 $1,0713 $109,203 $110,296 $1,0934 $111,387 $112,501 $1,1145 $113,616 $114,753 $1,1376 $115,887 $117,046 $1,1597 $118,204 $119,387 $1,1838 $119,387 $120,581 $1,1949 $120,582 $121,788 $1,20610 $121,788 $123,006 $1,21811 $123,006 $124,237 $1,23112 $124,234 $125,477 $1,24313 $125,478 $126,733 $1,25514 $126,731 $127,999 $1,26815 $127,998 $129,278 $1,28016 $129,280 $130,573 $1,29317 $130,570 $131,876 $1,30618 $131,878 $133,197 $1,31919 $133,197 $134,529 $1,33220 $134,527 $135,873 $1,34621 $134,527 $135,873 $1,34622 $134,527 $135,873 $1,34623 $134,527 $135,873 $1,34624 $134,527 $135,873 $1,34625 $134,527 $135,873 $1,34626 $134,527 $135,873 $1,34627 $135,875 $137,234 $1,35928 $135,875 $137,234 $1,35929 $135,875 $137,234 $1,35930 $135,875 $137,234 $1,35931 $135,875 $137,234 $1,35932 $135,875 $137,234 $1,35933 $135,875 $137,234 $1,35934 $135,875 $137,234 $1,35935 $135,875 $137,234 $1,359




FY 2015 Pay Scales

400

ADMINISTRATION Secondary Principal (Educational Specialist Degree)


0 $104,404 $105,449 $1,0451 $106,490 $107,555 $1,0652 $108,622 $109,709 $1,0873 $110,793 $111,901 $1,1084 $113,009 $114,140 $1,1315 $115,270 $116,423 $1,1536 $117,575 $118,751 $1,1767 $119,926 $121,126 $1,2008 $121,126 $122,338 $1,2129 $122,337 $123,561 $1,22410 $123,561 $124,797 $1,23611 $124,796 $126,044 $1,24812 $126,043 $127,304 $1,26113 $127,305 $128,579 $1,27414 $128,577 $129,863 $1,28615 $129,863 $131,162 $1,29916 $131,163 $132,475 $1,31217 $132,472 $133,797 $1,32518 $133,798 $135,136 $1,33819 $135,137 $136,489 $1,35220 $136,487 $137,852 $1,36521 $136,487 $137,852 $1,36522 $136,487 $137,852 $1,36523 $136,487 $137,852 $1,36524 $136,487 $137,852 $1,36525 $136,487 $137,852 $1,36526 $136,487 $137,852 $1,36527 $137,854 $139,233 $1,37928 $137,854 $139,233 $1,37929 $137,854 $139,233 $1,37930 $137,854 $139,233 $1,37931 $137,854 $139,233 $1,37932 $137,854 $139,233 $1,37933 $137,854 $139,233 $1,37934 $137,854 $139,233 $1,37935 $137,854 $139,233 $1,379




FY 2015 Pay Scales

401

ADMINISTRATION Secondary Principal (Doctorate Degree)


0 $105,903 $106,963 $1,0601 $108,019 $109,100 $1,0812 $110,182 $111,284 $1,1023 $112,383 $113,507 $1,1244 $114,631 $115,778 $1,1475 $116,925 $118,095 $1,1706 $119,262 $120,455 $1,1937 $121,647 $122,864 $1,2178 $122,864 $124,093 $1,2299 $124,093 $125,334 $1,24110 $125,334 $126,588 $1,25411 $126,587 $127,853 $1,26612 $127,852 $129,131 $1,27913 $129,133 $130,425 $1,29214 $130,423 $131,728 $1,30515 $131,727 $133,045 $1,31816 $133,045 $134,376 $1,33117 $134,374 $135,718 $1,34418 $135,719 $137,077 $1,35819 $137,076 $138,447 $1,37120 $138,446 $139,831 $1,38521 $138,446 $139,831 $1,38522 $138,446 $139,831 $1,38523 $138,446 $139,831 $1,38524 $138,446 $139,831 $1,38525 $138,446 $139,831 $1,38526 $138,446 $139,831 $1,38527 $139,832 $141,231 $1,39928 $139,832 $141,231 $1,39929 $139,832 $141,231 $1,39930 $139,832 $141,231 $1,39931 $139,832 $141,231 $1,39932 $139,832 $141,231 $1,39933 $139,832 $141,231 $1,39934 $139,832 $141,231 $1,39935 $139,832 $141,231 $1,399




FY 2015 Pay Scales

402

ADMINISTRATION Supervisor


0 $82,177 $82,999 $8221 $82,959 $83,789 $8302 $83,741 $84,579 $8383 $84,524 $85,370 $8464 $85,309 $86,163 $8545 $86,090 $86,951 $8616 $86,874 $87,743 $8697 $87,657 $88,534 $8778 $88,439 $89,324 $8859 $89,222 $90,115 $89310 $90,005 $90,906 $90111 $90,787 $91,695 $90812 $91,568 $92,484 $91613 $92,352 $93,276 $92414 $93,136 $94,068 $93215 $93,919 $94,859 $94016 $94,699 $95,646 $94717 $95,483 $96,438 $95518 $96,266 $97,229 $96319 $97,050 $98,021 $97120 $97,831 $98,810 $97921 $97,831 $98,810 $97922 $97,831 $98,810 $97923 $97,831 $98,810 $97924 $97,831 $98,810 $97925 $98,809 $99,798 $98926 $98,809 $99,798 $98927 $100,104 $101,106 $1,00228 $102,107 $103,129 $1,02229 $104,148 $105,190 $1,04230 $106,232 $107,295 $1,06331 $106,232 $107,295 $1,06332 $106,232 $107,295 $1,06333 $106,232 $107,295 $1,06334 $106,232 $107,295 $1,06335 $106,232 $107,295 $1,063




FY 2015 Pay Scales

403

ADMINISTRATION Supervisor (Masters Degree + 15 hours)


0 $84,643 $85,490 $8471 $85,448 $86,303 $8552 $86,254 $87,117 $8633 $87,060 $87,931 $8714 $87,868 $88,747 $8795 $88,673 $89,560 $8876 $89,481 $90,376 $8957 $90,286 $91,189 $9038 $91,091 $92,002 $9119 $91,898 $92,817 $91910 $92,705 $93,633 $92811 $93,512 $94,448 $93612 $94,316 $95,260 $94413 $95,123 $96,075 $95214 $95,930 $96,890 $96015 $96,737 $97,705 $96816 $97,540 $98,516 $97617 $98,348 $99,332 $98418 $99,154 $100,146 $99219 $99,961 $100,961 $1,00020 $100,764 $101,772 $1,00821 $100,764 $101,772 $1,00822 $100,764 $101,772 $1,00823 $100,764 $101,772 $1,00824 $100,764 $101,772 $1,00825 $101,774 $102,792 $1,01826 $101,774 $102,792 $1,01827 $103,107 $104,139 $1,03228 $105,170 $106,222 $1,05229 $107,272 $108,345 $1,07330 $109,418 $110,513 $1,09531 $109,418 $110,513 $1,09532 $109,418 $110,513 $1,09533 $109,418 $110,513 $1,09534 $109,418 $110,513 $1,09535 $109,418 $110,513 $1,095




FY 2015 Pay Scales

404

ADMINISTRATION Supervisor (Educational Specialist Degree)


0 $85,875 $86,734 $8591 $86,693 $87,560 $8672 $87,509 $88,385 $8763 $88,328 $89,212 $8844 $89,148 $90,040 $8925 $89,963 $90,863 $9006 $90,783 $91,691 $9087 $91,601 $92,518 $9178 $92,418 $93,343 $9259 $93,237 $94,170 $93310 $94,055 $94,996 $94111 $94,872 $95,821 $94912 $95,689 $96,646 $95713 $96,508 $97,474 $96614 $97,327 $98,301 $97415 $98,146 $99,128 $98216 $98,961 $99,951 $99017 $99,779 $100,777 $99818 $100,598 $101,604 $1,00619 $101,417 $102,432 $1,01520 $102,233 $103,256 $1,02321 $102,233 $103,256 $1,02322 $102,233 $103,256 $1,02323 $102,233 $103,256 $1,02324 $102,233 $103,256 $1,02325 $103,256 $104,289 $1,03326 $103,256 $104,289 $1,03327 $104,609 $105,656 $1,04728 $106,702 $107,770 $1,06829 $108,835 $109,924 $1,08930 $111,012 $112,123 $1,11131 $111,012 $112,123 $1,11132 $111,012 $112,123 $1,11133 $111,012 $112,123 $1,11134 $111,012 $112,123 $1,11135 $111,012 $112,123 $1,111




FY 2015 Pay Scales

405

ADMINISTRATION Supervisor (Doctorate Degree)


0 $87,108 $87,980 $8721 $87,936 $88,816 $8802 $88,766 $89,654 $8883 $89,596 $90,492 $8964 $90,428 $91,333 $9055 $91,255 $92,168 $9136 $92,087 $93,008 $9217 $92,916 $93,846 $9308 $93,745 $94,683 $9389 $94,576 $95,522 $94610 $95,405 $96,360 $95511 $96,235 $97,198 $96312 $97,062 $98,033 $97113 $97,893 $98,872 $97914 $98,724 $99,712 $98815 $99,554 $100,550 $99616 $100,381 $101,385 $1,00417 $101,213 $102,226 $1,01318 $102,041 $103,062 $1,02119 $102,872 $103,901 $1,02920 $103,700 $104,737 $1,03721 $103,700 $104,737 $1,03722 $103,700 $104,737 $1,03723 $103,700 $104,737 $1,03724 $103,700 $104,737 $1,03725 $104,738 $105,786 $1,04826 $104,738 $105,786 $1,04827 $106,110 $107,172 $1,06228 $108,233 $109,316 $1,08329 $110,398 $111,502 $1,10430 $112,604 $113,731 $1,12731 $112,604 $113,731 $1,12732 $112,604 $113,731 $1,12733 $112,604 $113,731 $1,12734 $112,604 $113,731 $1,12735 $112,604 $113,731 $1,127




FY 2015 Pay Scales

406

ADMINISTRATION Finance Analyst


0 $53,155 $53,687 $5321 $54,458 $55,003 $5452 $54,746 $55,294 $5483 $55,042 $55,593 $5514 $55,463 $56,018 $5555 $55,893 $56,452 $5596 $56,789 $57,357 $5687 $57,717 $58,295 $5788 $58,679 $59,266 $5879 $59,818 $60,417 $59910 $60,852 $61,461 $60911 $61,490 $62,105 $61512 $63,028 $63,659 $63113 $64,604 $65,251 $64714 $66,218 $66,881 $66315 $67,875 $68,554 $67916 $69,570 $70,266 $69617 $71,311 $72,025 $71418 $73,093 $73,824 $73119 $74,921 $75,671 $75020 $76,792 $77,560 $76821 $78,714 $79,502 $78822 $80,681 $81,488 $80723 $82,698 $83,525 $82724 $84,765 $85,613 $84825 $86,886 $87,755 $86926 $89,057 $89,948 $89127 $91,283 $92,196 $91328 $93,564 $94,500 $93629 $95,903 $96,863 $96030 $98,300 $99,283 $98331 $100,758 $101,766 $1,00832 $103,278 $104,311 $1,03333 $105,859 $106,918 $1,05934 $108,506 $109,592 $1,08635 $111,219 $112,332 $1,113




FY 2015 Pay Scales

407

ADMINISTRATION Purchasing Agent


0 $46,924 $47,394 $4701 $48,097 $48,578 $4812 $49,300 $49,793 $4933 $50,532 $51,038 $5064 $51,795 $52,313 $5185 $53,089 $53,620 $5316 $54,418 $54,963 $5457 $55,777 $56,335 $5588 $57,172 $57,744 $5729 $58,601 $59,188 $58710 $60,066 $60,667 $60111 $61,569 $62,185 $61612 $63,107 $63,739 $63213 $64,686 $65,333 $64714 $66,302 $66,966 $66415 $67,959 $68,639 $68016 $69,658 $70,355 $69717 $71,401 $72,116 $71518 $73,184 $73,916 $73219 $75,014 $75,765 $75120 $76,890 $77,659 $76921 $78,811 $79,600 $78922 $80,781 $81,589 $80823 $82,800 $83,628 $82824 $84,871 $85,720 $84925 $86,993 $87,863 $87026 $89,168 $90,060 $89227 $91,398 $92,312 $91428 $93,681 $94,618 $93729 $96,024 $96,985 $96130 $98,425 $99,410 $98531 $98,425 $99,410 $98532 $98,425 $99,410 $98533 $98,425 $99,410 $98534 $98,425 $99,410 $98535 $98,425 $99,410 $985




FY 2015 Pay Scales

408

ADMINISTRATION Purchasing Assistant


0 $38,460 $38,845 $3851 $39,633 $40,030 $3972 $40,836 $41,245 $4093 $42,068 $42,489 $4214 $43,331 $43,765 $4345 $44,625 $45,072 $4476 $45,954 $46,414 $4607 $47,313 $47,787 $4748 $48,708 $49,196 $4889 $50,137 $50,639 $50210 $51,602 $52,119 $51711 $53,105 $53,637 $53212 $54,643 $55,190 $54713 $56,222 $56,785 $56314 $57,838 $58,417 $57915 $59,495 $60,090 $59516 $61,194 $61,806 $61217 $62,937 $63,567 $63018 $64,720 $65,368 $64819 $66,550 $67,216 $66620 $68,426 $69,111 $68521 $70,347 $71,051 $70422 $72,317 $73,041 $72423 $74,336 $75,080 $74424 $76,407 $77,172 $76525 $78,529 $79,315 $78626 $80,704 $81,512 $80827 $82,934 $83,764 $83028 $85,217 $86,070 $85329 $87,560 $88,436 $87630 $89,961 $90,861 $90031 $89,961 $90,861 $90032 $89,961 $90,861 $90033 $89,961 $90,861 $90034 $89,961 $90,861 $90035 $89,961 $90,861 $900




FY 2015 Pay Scales

409

FOOD SERVICE Cafeteria Worker (Elementary/Middle) 4 Hours/day


0 $6,701 $6,769 $681 $6,916 $6,986 $702 $7,140 $7,212 $723 $7,406 $7,481 $754 $7,681 $7,758 $775 $7,958 $8,038 $806 $8,284 $8,367 $837 $8,602 $8,689 $878 $8,929 $9,019 $909 $9,316 $9,410 $9410 $9,694 $9,791 $9711 $10,082 $10,183 $10112 $10,512 $10,618 $10613 $10,951 $11,061 $11014 $11,380 $11,494 $11415 $11,871 $11,990 $11916 $11,871 $11,990 $11917 $11,871 $11,990 $11918 $11,871 $11,990 $11919 $11,871 $11,990 $11920 $11,991 $12,111 $12021 $11,991 $12,111 $12022 $11,991 $12,111 $12023 $11,991 $12,111 $12024 $11,991 $12,111 $12025 $12,112 $12,234 $12226 $12,112 $12,234 $12227 $12,894 $13,023 $12928 $12,894 $13,023 $12929 $12,894 $13,023 $12930 $13,152 $13,284 $13231 $13,152 $13,284 $13232 $13,152 $13,284 $13233 $13,152 $13,284 $13234 $13,152 $13,284 $13235 $13,419 $13,554 $135




FY 2015 Pay Scales

410



0 $8,377 $8,461 $841 $8,644 $8,731 $872 $8,925 $9,015 $903 $9,258 $9,351 $934 $9,601 $9,698 $975 $9,948 $10,048 $1006 $10,354 $10,458 $1047 $10,752 $10,860 $1088 $11,160 $11,272 $1129 $11,645 $11,762 $11710 $12,118 $12,240 $12211 $12,602 $12,729 $12712 $13,139 $13,271 $13213 $13,688 $13,825 $13714 $14,225 $14,368 $14315 $14,838 $14,987 $14916 $14,838 $14,987 $14917 $14,838 $14,987 $14918 $14,838 $14,987 $14919 $14,838 $14,987 $14920 $14,988 $15,138 $15021 $14,988 $15,138 $15022 $14,988 $15,138 $15023 $14,988 $15,138 $15024 $14,988 $15,138 $15025 $15,139 $15,291 $15226 $15,139 $15,291 $15227 $16,118 $16,280 $16228 $16,118 $16,280 $16229 $16,118 $16,280 $16230 $16,440 $16,605 $16531 $16,440 $16,605 $16532 $16,440 $16,605 $16533 $16,440 $16,605 $16534 $16,440 $16,605 $16535 $16,773 $16,941 $168




FY 2015 Pay Scales

411



0 $10,051 $10,152 $1011 $10,374 $10,478 $1042 $10,710 $10,818 $1083 $11,108 $11,220 $1124 $11,521 $11,637 $1165 $11,936 $12,056 $1206 $12,426 $12,551 $1257 $12,902 $13,032 $1308 $13,393 $13,527 $1349 $13,974 $14,114 $14010 $14,542 $14,688 $14611 $15,122 $15,274 $15212 $15,767 $15,925 $15813 $16,425 $16,590 $16514 $17,069 $17,240 $17115 $17,806 $17,985 $17916 $17,806 $17,985 $17917 $17,806 $17,985 $17918 $17,806 $17,985 $17919 $17,806 $17,985 $17920 $17,985 $18,165 $18021 $17,985 $18,165 $18022 $17,985 $18,165 $18023 $17,985 $18,165 $18024 $17,985 $18,165 $18025 $18,168 $18,350 $18226 $18,168 $18,350 $18227 $19,341 $19,535 $19428 $19,341 $19,535 $19429 $19,341 $19,535 $19430 $19,727 $19,925 $19831 $19,727 $19,925 $19832 $19,727 $19,925 $19833 $19,727 $19,925 $19834 $19,727 $19,925 $19835 $20,128 $20,330 $202




FY 2015 Pay Scales

412

FOOD SERVICE Cafeteria Worker (High) 4 Hours/day


0 $6,446 $6,511 $651 $6,653 $6,720 $672 $6,869 $6,938 $693 $7,124 $7,196 $724 $7,390 $7,464 $745 $7,655 $7,732 $776 $7,968 $8,048 $807 $8,275 $8,358 $838 $8,589 $8,675 $869 $8,961 $9,051 $9010 $9,326 $9,420 $9411 $9,698 $9,795 $9712 $10,112 $10,214 $10213 $10,534 $10,640 $10614 $10,948 $11,058 $11015 $11,418 $11,533 $11516 $11,418 $11,533 $11517 $11,418 $11,533 $11518 $11,418 $11,533 $11519 $11,418 $11,533 $11520 $11,534 $11,650 $11621 $11,534 $11,650 $11622 $11,534 $11,650 $11623 $11,534 $11,650 $11624 $11,534 $11,650 $11625 $11,652 $11,769 $11726 $11,652 $11,769 $11727 $12,404 $12,529 $12528 $12,404 $12,529 $12529 $12,404 $12,529 $12530 $12,652 $12,779 $12731 $12,652 $12,779 $12732 $12,652 $12,779 $12733 $12,652 $12,779 $12734 $12,652 $12,779 $12735 $12,908 $13,038 $130




FY 2015 Pay Scales

413



0 $8,058 $8,139 $811 $8,315 $8,399 $842 $8,585 $8,671 $863 $8,906 $8,996 $904 $9,236 $9,329 $935 $9,569 $9,665 $966 $9,961 $10,061 $1007 $10,342 $10,446 $1048 $10,736 $10,844 $1089 $11,202 $11,315 $11310 $11,658 $11,775 $11711 $12,123 $12,245 $12212 $12,639 $12,766 $12713 $13,167 $13,299 $13214 $13,685 $13,822 $13715 $14,274 $14,417 $14316 $14,274 $14,417 $14317 $14,274 $14,417 $14318 $14,274 $14,417 $14319 $14,274 $14,417 $14320 $14,417 $14,562 $14521 $14,417 $14,562 $14522 $14,417 $14,562 $14523 $14,417 $14,562 $14524 $14,417 $14,562 $14525 $14,564 $14,710 $14626 $14,564 $14,710 $14627 $15,505 $15,661 $15628 $15,505 $15,661 $15629 $15,505 $15,661 $15630 $15,814 $15,973 $15931 $15,814 $15,973 $15932 $15,814 $15,973 $15933 $15,814 $15,973 $15934 $15,814 $15,973 $15935 $16,135 $16,297 $162




FY 2015 Pay Scales

414



0 $9,668 $9,765 $971 $9,980 $10,080 $1002 $10,302 $10,406 $1043 $10,686 $10,793 $1074 $11,083 $11,194 $1115 $11,482 $11,597 $1156 $11,953 $12,073 $1207 $12,412 $12,537 $1258 $12,883 $13,012 $1299 $13,442 $13,577 $13510 $13,987 $14,127 $14011 $14,548 $14,694 $14612 $15,167 $15,319 $15213 $15,800 $15,958 $15814 $16,420 $16,585 $16515 $17,128 $17,300 $17216 $17,128 $17,300 $17217 $17,128 $17,300 $17218 $17,128 $17,300 $17219 $17,128 $17,300 $17220 $17,301 $17,475 $17421 $17,301 $17,475 $17422 $17,301 $17,475 $17423 $17,301 $17,475 $17424 $17,301 $17,475 $17425 $17,477 $17,652 $17526 $17,477 $17,652 $17527 $18,605 $18,792 $18728 $18,605 $18,792 $18729 $18,605 $18,792 $18730 $18,977 $19,167 $19031 $18,977 $19,167 $19032 $18,977 $19,167 $19033 $18,977 $19,167 $19034 $18,977 $19,167 $19035 $19,362 $19,556 $194




FY 2015 Pay Scales

415

FOOD SERVICE Elementary School Cafeteria Manager


0 $22,402 $22,627 $2251 $22,845 $23,074 $2292 $23,290 $23,523 $2333 $23,848 $24,087 $2394 $24,402 $24,647 $2455 $24,960 $25,210 $2506 $25,624 $25,881 $2577 $26,293 $26,556 $2638 $26,964 $27,234 $2709 $27,895 $28,174 $27910 $28,517 $28,803 $28611 $29,295 $29,588 $29312 $30,187 $30,489 $30213 $30,791 $31,099 $30814 $31,406 $31,721 $31515 $32,035 $32,356 $32116 $32,676 $33,003 $32717 $33,330 $33,664 $33418 $33,996 $34,336 $34019 $34,678 $35,025 $34720 $35,368 $35,722 $35421 $35,368 $35,722 $35422 $35,368 $35,722 $35423 $35,368 $35,722 $35424 $35,368 $35,722 $35425 $36,077 $36,438 $36126 $36,077 $36,438 $36127 $37,501 $37,877 $37628 $37,501 $37,877 $37629 $37,501 $37,877 $37630 $38,250 $38,633 $38331 $38,250 $38,633 $38332 $38,250 $38,633 $38333 $38,250 $38,633 $38334 $38,250 $38,633 $38335 $39,017 $39,408 $391




FY 2015 Pay Scales

416

FOOD SERVICE Middle School Cafeteria Manager


0 $22,837 $23,066 $2291 $23,283 $23,516 $2332 $23,729 $23,967 $2383 $24,281 $24,524 $2434 $24,838 $25,087 $2495 $25,395 $25,649 $2546 $26,062 $26,323 $2617 $26,732 $27,000 $2688 $27,400 $27,674 $2749 $28,174 $28,456 $28210 $28,954 $29,244 $29011 $29,730 $30,028 $29812 $30,622 $30,929 $30713 $31,236 $31,549 $31314 $31,862 $32,181 $31915 $32,499 $32,824 $32516 $33,149 $33,481 $33217 $33,810 $34,149 $33918 $34,487 $34,832 $34519 $35,176 $35,528 $35220 $35,879 $36,238 $35921 $35,879 $36,238 $35922 $35,879 $36,238 $35923 $35,879 $36,238 $35924 $35,879 $36,238 $35925 $36,595 $36,961 $36626 $36,595 $36,961 $36627 $38,020 $38,401 $38128 $38,020 $38,401 $38129 $38,020 $38,401 $38130 $38,781 $39,169 $38831 $38,781 $39,169 $38832 $38,781 $39,169 $38833 $38,781 $39,169 $38834 $38,781 $39,169 $38835 $39,558 $39,954 $396




FY 2015 Pay Scales

417

FOOD SERVICE High School Cafeteria Manager


0 $22,389 $22,613 $2241 $22,815 $23,044 $2292 $23,245 $23,478 $2333 $23,777 $24,015 $2384 $24,312 $24,556 $2445 $24,849 $25,098 $2496 $25,491 $25,746 $2557 $26,134 $26,396 $2628 $26,775 $27,043 $2689 $27,521 $27,797 $27610 $28,271 $28,554 $28311 $29,017 $29,308 $29112 $29,875 $30,174 $29913 $30,474 $30,779 $30514 $31,083 $31,394 $31115 $31,707 $32,025 $31816 $32,339 $32,663 $32417 $32,986 $33,316 $33018 $33,645 $33,982 $33719 $34,319 $34,663 $34420 $35,005 $35,356 $35121 $35,005 $35,356 $35122 $35,005 $35,356 $35123 $35,005 $35,356 $35124 $35,005 $35,356 $35125 $35,707 $36,065 $35826 $35,707 $36,065 $35827 $37,076 $37,447 $37128 $37,076 $37,447 $37129 $37,076 $37,447 $37130 $37,816 $38,195 $37931 $37,816 $38,195 $37932 $37,816 $38,195 $37933 $37,816 $38,195 $37934 $37,816 $38,195 $37935 $38,573 $38,959 $386




FY 2015 Pay Scales

418

HEALTH SERVICES School Nurse (RN) Non-Bachelor Degree


0 $30,510 $30,816 $3061 $31,121 $31,433 $3122 $31,745 $32,063 $3183 $32,381 $32,705 $3244 $33,027 $33,358 $3315 $33,689 $34,026 $3376 $34,363 $34,707 $3447 $35,050 $35,401 $3518 $35,751 $36,109 $3589 $36,467 $36,832 $36510 $37,196 $37,568 $37211 $37,939 $38,319 $38012 $38,698 $39,085 $38713 $39,472 $39,867 $39514 $40,261 $40,664 $40315 $41,067 $41,478 $41116 $41,888 $42,307 $41917 $42,725 $43,153 $42818 $43,580 $44,016 $43619 $44,450 $44,895 $44520 $45,344 $45,798 $45421 $45,344 $45,798 $45422 $45,344 $45,798 $45423 $45,344 $45,798 $45424 $45,344 $45,798 $45425 $46,247 $46,710 $46326 $46,247 $46,710 $46327 $47,178 $47,650 $47228 $47,178 $47,650 $47229 $47,178 $47,650 $47230 $48,120 $48,602 $48231 $48,120 $48,602 $48232 $48,120 $48,602 $48233 $48,120 $48,602 $48234 $48,120 $48,602 $48235 $49,083 $49,574 $491




FY 2015 Pay Scales

419

HEALTH SERVICES School Nurse (RN) Bachelor Degree


0 $34,373 $34,717 $3441 $35,147 $35,499 $3522 $35,943 $36,303 $3603 $36,754 $37,122 $3684 $37,586 $37,962 $3765 $38,437 $38,822 $3856 $39,304 $39,698 $3947 $40,195 $40,597 $4028 $41,103 $41,515 $4129 $42,034 $42,455 $42110 $42,985 $43,415 $43011 $43,958 $44,398 $44012 $44,954 $45,404 $45013 $45,973 $46,433 $46014 $47,014 $47,485 $47115 $48,080 $48,561 $48116 $49,170 $49,662 $49217 $50,285 $50,788 $50318 $51,426 $51,941 $51519 $52,593 $53,119 $52620 $53,788 $54,326 $53821 $53,788 $54,326 $53822 $53,788 $54,326 $53823 $53,788 $54,326 $53824 $53,788 $54,326 $53825 $55,007 $55,558 $55126 $55,007 $55,558 $55127 $56,259 $56,822 $56328 $56,259 $56,822 $56329 $56,259 $56,822 $56330 $57,538 $58,114 $57631 $57,538 $58,114 $57632 $57,538 $58,114 $57633 $57,538 $58,114 $57634 $57,538 $58,114 $57635 $58,844 $59,433 $589




FY 2015 Pay Scales

420

INSTRUCTION Health & Safety Officer


0 $18,004 $18,185 $1811 $18,313 $18,497 $1842 $18,849 $19,038 $1893 $19,317 $19,511 $1944 $19,791 $19,989 $1985 $20,262 $20,465 $2036 $20,731 $20,939 $2087 $21,205 $21,418 $2138 $21,677 $21,894 $2179 $22,143 $22,365 $22210 $22,616 $22,843 $22711 $23,088 $23,319 $23112 $23,559 $23,795 $23613 $24,027 $24,268 $24114 $24,503 $24,749 $24615 $24,967 $25,217 $25016 $25,442 $25,697 $25517 $25,910 $26,170 $26018 $26,381 $26,645 $26419 $26,856 $27,125 $26920 $27,595 $27,871 $27621 $27,595 $27,871 $27622 $27,595 $27,871 $27623 $27,595 $27,871 $27624 $27,595 $27,871 $27625 $27,869 $28,148 $27926 $27,869 $28,148 $27927 $29,156 $29,448 $29228 $29,156 $29,448 $29229 $29,156 $29,448 $29230 $29,741 $30,039 $29831 $29,741 $30,039 $29832 $29,741 $30,039 $29833 $29,741 $30,039 $29834 $29,741 $30,039 $29835 $30,333 $30,637 $304




FY 2015 Pay Scales

421

INSTRUCTION Interpreter (Level 1 & Level 2)


0 $21,588 $21,804 $2161 $22,217 $22,440 $2232 $22,864 $23,093 $2293 $23,529 $23,765 $2364 $24,192 $24,434 $2425 $24,891 $25,140 $2496 $25,606 $25,863 $2577 $26,324 $26,588 $2648 $27,058 $27,329 $2719 $27,829 $28,108 $27910 $28,599 $28,885 $28611 $29,414 $29,709 $29512 $30,224 $30,527 $30313 $31,020 $31,331 $31114 $31,935 $32,255 $32015 $32,813 $33,142 $32916 $33,708 $34,046 $33817 $34,658 $35,005 $34718 $35,604 $35,961 $35719 $36,572 $36,938 $36620 $37,873 $38,252 $37921 $37,873 $38,252 $37922 $37,873 $38,252 $37923 $37,873 $38,252 $37924 $37,873 $38,252 $37925 $38,251 $38,634 $38326 $38,251 $38,634 $38327 $39,508 $39,904 $39628 $39,508 $39,904 $39629 $39,508 $39,904 $39630 $40,301 $40,705 $40431 $40,301 $40,705 $40432 $40,301 $40,705 $40433 $40,301 $40,705 $40434 $40,301 $40,705 $40435 $41,104 $41,516 $412




FY 2015 Pay Scales

422

INSTRUCTION Interpreter (Level 3 - 185 Days)


0 $36,171 $36,533 $3621 $37,074 $37,445 $3712 $38,002 $38,383 $3813 $38,952 $39,342 $3904 $39,925 $40,325 $4005 $40,923 $41,333 $4106 $41,946 $42,366 $4207 $42,995 $43,425 $4308 $44,069 $44,510 $4419 $45,172 $45,624 $45210 $46,302 $46,766 $46411 $47,458 $47,933 $47512 $48,645 $49,132 $48713 $49,861 $50,360 $49914 $51,107 $51,619 $51215 $52,384 $52,908 $52416 $53,695 $54,232 $53717 $55,038 $55,589 $55118 $56,413 $56,978 $56519 $57,824 $58,403 $57920 $59,270 $59,863 $59321 $60,751 $61,359 $60822 $62,269 $62,892 $62323 $63,825 $64,464 $63924 $65,421 $66,076 $65525 $67,057 $67,728 $67126 $68,733 $69,421 $68827 $70,452 $71,157 $70528 $72,212 $72,935 $72329 $74,018 $74,759 $74130 $75,868 $76,627 $75931 $75,868 $76,627 $75932 $75,868 $76,627 $75933 $75,868 $76,627 $75934 $75,868 $76,627 $75935 $75,868 $76,627 $759




FY 2015 Pay Scales

423

INSTRUCTION Interpreter (Level 3 - 200 Days)


0 $39,103 $39,495 $3921 $40,081 $40,482 $4012 $41,083 $41,494 $4113 $42,110 $42,532 $4224 $43,162 $43,594 $4325 $44,242 $44,685 $4436 $45,347 $45,801 $4547 $46,481 $46,946 $4658 $47,642 $48,119 $4779 $48,834 $49,323 $48910 $50,056 $50,557 $50111 $51,306 $51,820 $51412 $52,589 $53,115 $52613 $53,903 $54,443 $54014 $55,251 $55,804 $55315 $56,631 $57,198 $56716 $58,049 $58,630 $58117 $59,499 $60,094 $59518 $60,987 $61,597 $61019 $62,511 $63,137 $62620 $64,075 $64,716 $64121 $65,676 $66,333 $65722 $67,318 $67,992 $67423 $69,000 $69,690 $69024 $70,725 $71,433 $70825 $72,494 $73,219 $72526 $74,306 $75,050 $74427 $76,164 $76,926 $76228 $78,067 $78,848 $78129 $80,019 $80,820 $80130 $82,020 $82,841 $82131 $82,020 $82,841 $82132 $82,020 $82,841 $82133 $82,020 $82,841 $82134 $82,020 $82,841 $82135 $82,020 $82,841 $821




FY 2015 Pay Scales

424

INSTRUCTION Paraeducator/Instructional Technology Aides


0 $16,521 $16,687 $1661 $16,996 $17,166 $1702 $17,485 $17,660 $1753 $17,993 $18,173 $1804 $18,512 $18,698 $1865 $19,028 $19,219 $1916 $19,579 $19,775 $1967 $20,145 $20,347 $2028 $20,728 $20,936 $2089 $21,323 $21,537 $21410 $21,940 $22,160 $22011 $22,576 $22,802 $22612 $23,223 $23,456 $23313 $23,874 $24,113 $23914 $24,564 $24,810 $24615 $25,275 $25,528 $25316 $26,004 $26,265 $26117 $26,756 $27,024 $26818 $27,532 $27,808 $27619 $28,326 $28,610 $28420 $29,425 $29,720 $29521 $29,425 $29,720 $29522 $29,425 $29,720 $29523 $29,425 $29,720 $29524 $29,425 $29,720 $29525 $30,012 $30,313 $30126 $30,613 $30,920 $30727 $30,613 $30,920 $30728 $32,474 $32,799 $32529 $32,798 $33,126 $32830 $33,456 $33,791 $33531 $33,456 $33,791 $33532 $33,456 $33,791 $33533 $33,456 $33,791 $33534 $33,456 $33,791 $33535 $34,124 $34,466 $342




FY 2015 Pay Scales

425

INSTRUCTION Family Service Workers & Coordinators - Head Start (11 Month)


0 $18,039 $18,220 $1811 $18,557 $18,743 $1862 $19,092 $19,283 $1913 $19,645 $19,842 $1974 $20,214 $20,417 $2035 $20,775 $20,983 $2086 $21,378 $21,592 $2147 $21,995 $22,215 $2208 $22,632 $22,859 $2279 $23,283 $23,516 $23310 $23,957 $24,197 $24011 $24,650 $24,897 $24712 $25,357 $25,611 $25413 $26,067 $26,328 $26114 $26,821 $27,090 $26915 $27,597 $27,873 $27616 $28,393 $28,677 $28417 $29,215 $29,508 $29318 $30,063 $30,364 $30119 $30,929 $31,239 $31020 $32,128 $32,450 $32221 $32,128 $32,450 $32222 $32,128 $32,450 $32223 $32,128 $32,450 $32224 $32,128 $32,450 $32225 $32,770 $33,098 $32826 $33,425 $33,760 $33527 $33,425 $33,760 $33528 $35,458 $35,813 $35529 $35,813 $36,172 $35930 $36,529 $36,895 $36631 $36,529 $36,895 $36632 $36,529 $36,895 $36633 $36,529 $36,895 $36634 $36,529 $36,895 $36635 $37,259 $37,632 $373




FY 2015 Pay Scales

426

INSTRUCTION Teacher - Head Start 10 month (Bachelor Degree)

Years of Service FY 14 Salary FY 15 SalaryIncreaseAmount

0 $35,490 $37,421 $1,9311 $35,672 $37,613 $1,9412 $36,547 $38,536 $1,9893 $36,740 $38,739 $1,9994 $36,938 $38,948 $2,0105 $37,221 $39,246 $2,0256 $37,510 $39,551 $2,0417 $38,111 $40,185 $2,0748 $38,733 $40,841 $2,1089 $39,379 $41,521 $2,14210 $40,143 $42,327 $2,18411 $40,838 $43,060 $2,22212 $41,267 $43,512 $2,24513 $42,297 $44,598 $2,30114 $43,354 $45,713 $2,35915 $44,439 $46,857 $2,41816 $45,551 $48,029 $2,47817 $46,688 $49,228 $2,54018 $47,856 $50,460 $2,60419 $49,053 $51,722 $2,66920 $50,279 $53,014 $2,73521 $51,535 $54,339 $2,80422 $52,824 $55,698 $2,87423 $54,145 $57,091 $2,94624 $55,499 $58,518 $3,01925 $56,886 $59,980 $3,09426 $58,308 $61,481 $3,17327 $59,766 $63,017 $3,25128 $61,260 $64,593 $3,33329 $62,791 $66,207 $3,41630 $64,360 $67,861 $3,50131 $65,969 $69,558 $3,58932 $67,618 $71,297 $3,67933 $69,309 $73,080 $3,77134 $71,041 $74,906 $3,86535 $72,818 $76,780 $3,96236 $74,638 $78,699 $4,061

Note: Number of days increased from 182 days to 190 days for FY15



FY 2015 Pay Scales

427

INSTRUCTION Teacher - Head Start 10 month (Masters Degree)


0 $37,974 $40,040 $2,0661 $38,169 $40,246 $2,0772 $39,105 $41,233 $2,1283 $39,310 $41,451 $2,1414 $39,524 $41,674 $2,1505 $39,826 $41,994 $2,1686 $40,135 $42,320 $2,1857 $40,778 $42,998 $2,2208 $41,444 $43,699 $2,2559 $42,135 $44,428 $2,29310 $42,953 $45,290 $2,33711 $43,696 $46,074 $2,37812 $44,155 $46,558 $2,40313 $45,259 $47,720 $2,46114 $46,391 $48,913 $2,52215 $47,549 $50,137 $2,58816 $48,739 $51,391 $2,65217 $49,956 $52,674 $2,71818 $51,207 $53,992 $2,78519 $52,486 $55,342 $2,85620 $53,798 $56,725 $2,92721 $55,142 $58,143 $3,00122 $56,521 $59,597 $3,07623 $57,936 $61,087 $3,15124 $59,383 $62,614 $3,23125 $60,868 $64,179 $3,31126 $62,390 $65,784 $3,39427 $63,948 $67,429 $3,48128 $65,547 $69,114 $3,56729 $67,186 $70,841 $3,65530 $68,865 $72,612 $3,74731 $70,587 $74,427 $3,84032 $72,353 $76,288 $3,93533 $74,160 $78,196 $4,03634 $76,015 $80,149 $4,13435 $77,916 $82,154 $4,23836 $79,863 $84,208 $4,345

Note: Number of days increased from 182 days to 190 days for FY15



FY 2015 Pay Scales

428

INSTRUCTION Teacher - Head Start 11 month (Bachelor Degree)


0 $39,390 $39,784 $3941 $39,592 $39,988 $3962 $40,563 $40,969 $4063 $40,777 $41,185 $4084 $40,998 $41,408 $4105 $41,311 $41,725 $4146 $41,632 $42,049 $4177 $42,298 $42,721 $4238 $42,989 $43,419 $4309 $43,706 $44,144 $43810 $44,555 $45,001 $44611 $45,325 $45,779 $45412 $45,801 $46,260 $45913 $46,946 $47,416 $47014 $48,119 $48,601 $48215 $49,321 $49,815 $49416 $50,556 $51,062 $50617 $51,818 $52,337 $51918 $53,115 $53,647 $53219 $54,443 $54,988 $54520 $55,804 $56,363 $55921 $57,198 $57,770 $57222 $58,629 $59,216 $58723 $60,095 $60,696 $60124 $61,597 $62,213 $61625 $63,137 $63,769 $63226 $64,715 $65,363 $64827 $66,333 $66,997 $66428 $67,991 $68,671 $68029 $69,691 $70,388 $69730 $71,432 $72,147 $71531 $73,218 $73,951 $73332 $75,050 $75,801 $75133 $76,926 $77,696 $77034 $78,848 $79,637 $78935 $80,820 $81,629 $80936 $82,841 $83,670 $829



FY 2015 Pay Scales

429

INSTRUCTION Teacher - Head Start 11 month (Masters Degree)


0 $42,147 $42,569 $4221 $42,363 $42,787 $4242 $43,402 $43,837 $4353 $43,630 $44,067 $4374 $43,867 $44,306 $4395 $44,203 $44,646 $4436 $44,545 $44,991 $4467 $45,259 $45,712 $4538 $45,999 $46,459 $4609 $46,766 $47,234 $46810 $47,674 $48,151 $47711 $48,498 $48,983 $48512 $49,006 $49,497 $49113 $50,232 $50,735 $50314 $51,488 $52,003 $51515 $52,774 $53,302 $52816 $54,095 $54,636 $54117 $55,445 $56,000 $55518 $56,833 $57,402 $56919 $58,254 $58,837 $58320 $59,710 $60,308 $59821 $61,202 $61,815 $61322 $62,734 $63,362 $62823 $64,300 $64,943 $64324 $65,909 $66,569 $66025 $67,557 $68,233 $67626 $69,247 $69,940 $69327 $70,975 $71,685 $71028 $72,750 $73,478 $72829 $74,568 $75,314 $74630 $76,433 $77,198 $76531 $78,344 $79,128 $78432 $80,303 $81,107 $80433 $82,311 $83,135 $82434 $84,368 $85,212 $84435 $86,477 $87,342 $86536 $88,639 $89,526 $887



FY 2015 Pay Scales

430

INSTRUCTION Teacher - 10 month (Bachelor Degree)


0 $39,000 $39,390 $3901 $39,200 $39,592 $3922 $40,161 $40,563 $4023 $40,373 $40,777 $4044 $40,592 $40,998 $4065 $40,902 $41,312 $4106 $41,219 $41,632 $4137 $41,879 $42,298 $4198 $42,564 $42,990 $4269 $43,274 $43,707 $43310 $44,114 $44,556 $44211 $44,877 $45,326 $44912 $45,347 $45,801 $45413 $46,481 $46,946 $46514 $47,642 $48,119 $47715 $48,834 $49,323 $48916 $50,056 $50,557 $50117 $51,306 $51,820 $51418 $52,589 $53,115 $52619 $53,903 $54,443 $54020 $55,251 $55,804 $55321 $56,631 $57,198 $56722 $58,049 $58,630 $58123 $59,499 $60,094 $59524 $60,987 $61,597 $61025 $62,511 $63,137 $62626 $64,075 $64,716 $64127 $65,676 $66,333 $65728 $67,318 $67,992 $67429 $69,000 $69,690 $69030 $70,725 $71,433 $70831 $72,494 $73,219 $72532 $74,306 $75,050 $74433 $76,164 $76,926 $76234 $78,067 $78,848 $78135 $80,019 $80,820 $80136 $82,020 $82,841 $821



FY 2015 Pay Scales

431

INSTRUCTION Teacher - 10 month (Bachelor Degree + 15 hours)


0 $40,170 $40,572 $4021 $40,376 $40,780 $4042 $41,366 $41,780 $4143 $41,584 $42,000 $4164 $41,809 $42,228 $4195 $42,129 $42,551 $4226 $42,456 $42,881 $4257 $43,135 $43,567 $4328 $43,841 $44,280 $4399 $44,572 $45,018 $44610 $45,437 $45,892 $45511 $46,222 $46,685 $46312 $46,708 $47,176 $46813 $47,876 $48,355 $47914 $49,073 $49,564 $49115 $50,299 $50,802 $50316 $51,557 $52,073 $51617 $52,844 $53,373 $52918 $54,166 $54,708 $54219 $55,521 $56,077 $55620 $56,908 $57,478 $57021 $58,330 $58,914 $58422 $59,790 $60,388 $59823 $61,284 $61,897 $61324 $62,816 $63,445 $62925 $64,387 $65,031 $64426 $65,997 $66,657 $66027 $67,647 $68,324 $67728 $69,337 $70,031 $69429 $71,071 $71,782 $71130 $72,847 $73,576 $72931 $74,668 $75,415 $74732 $76,535 $77,301 $76633 $78,449 $79,234 $78534 $80,410 $81,215 $80535 $82,420 $83,245 $82536 $84,481 $85,326 $845



FY 2015 Pay Scales

432

INSTRUCTION Teacher - 10 month (Masters Degree)


0 $41,730 $42,148 $4181 $41,944 $42,364 $4202 $42,972 $43,402 $4303 $43,199 $43,631 $4324 $43,434 $43,869 $4355 $43,765 $44,203 $4386 $44,104 $44,546 $4427 $44,811 $45,260 $4498 $45,543 $45,999 $4569 $46,303 $46,767 $46410 $47,202 $47,675 $47311 $48,018 $48,499 $48112 $48,522 $49,008 $48613 $49,735 $50,233 $49814 $50,978 $51,488 $51015 $52,252 $52,775 $52316 $53,560 $54,096 $53617 $54,897 $55,446 $54918 $56,270 $56,833 $56319 $57,676 $58,253 $57720 $59,118 $59,710 $59221 $60,596 $61,202 $60622 $62,111 $62,733 $62223 $63,665 $64,302 $63724 $65,256 $65,909 $65325 $66,887 $67,556 $66926 $68,560 $69,246 $68627 $70,273 $70,976 $70328 $72,030 $72,751 $72129 $73,830 $74,569 $73930 $75,676 $76,433 $75731 $77,568 $78,344 $77632 $79,508 $80,304 $79633 $81,495 $82,310 $81534 $83,532 $84,368 $83635 $85,621 $86,478 $85736 $87,762 $88,640 $878



FY 2015 Pay Scales

433

INSTRUCTION Teacher - 10 month (Masters Degree + 15 hours)


0 $42,900 $43,329 $4291 $43,120 $43,552 $4322 $44,177 $44,619 $4423 $44,410 $44,855 $4454 $44,651 $45,098 $4475 $44,992 $45,442 $4506 $45,341 $45,795 $4547 $46,067 $46,528 $4618 $46,820 $47,289 $4699 $47,601 $48,078 $47710 $48,526 $49,012 $48611 $49,365 $49,859 $49412 $49,882 $50,381 $49913 $51,129 $51,641 $51214 $52,407 $52,932 $52515 $53,716 $54,254 $53816 $55,061 $55,612 $55117 $56,436 $57,001 $56518 $57,848 $58,427 $57919 $59,294 $59,887 $59320 $60,775 $61,383 $60821 $62,294 $62,917 $62322 $63,853 $64,492 $63923 $65,449 $66,104 $65524 $67,085 $67,756 $67125 $68,763 $69,451 $68826 $70,482 $71,187 $70527 $72,244 $72,967 $72328 $74,049 $74,790 $74129 $75,900 $76,659 $75930 $77,798 $78,576 $77831 $79,743 $80,541 $79832 $81,736 $82,554 $81833 $83,781 $84,619 $83834 $85,874 $86,733 $85935 $88,021 $88,902 $88136 $90,223 $91,126 $903



FY 2015 Pay Scales

434

INSTRUCTION Teacher - 10 month (Educational Specialist Degree)


0 $43,485 $43,920 $4351 $43,708 $44,146 $4382 $44,779 $45,227 $4483 $45,015 $45,466 $4514 $45,260 $45,713 $4535 $45,606 $46,063 $4576 $45,959 $46,419 $4607 $46,695 $47,162 $4678 $47,458 $47,933 $4759 $48,251 $48,734 $48310 $49,187 $49,679 $49211 $50,038 $50,539 $50112 $50,562 $51,068 $50613 $51,826 $52,345 $51914 $53,123 $53,655 $53215 $54,449 $54,994 $54516 $55,812 $56,371 $55917 $57,205 $57,778 $57318 $58,636 $59,223 $58719 $60,102 $60,704 $60220 $61,605 $62,222 $61721 $63,144 $63,776 $63222 $64,724 $65,372 $64823 $66,341 $67,005 $66424 $68,000 $68,680 $68025 $69,700 $70,397 $69726 $71,444 $72,159 $71527 $73,229 $73,962 $73328 $75,059 $75,810 $75129 $76,935 $77,705 $77030 $78,859 $79,648 $78931 $80,831 $81,640 $80932 $82,851 $83,680 $82933 $84,923 $85,773 $85034 $87,044 $87,915 $87135 $89,222 $90,115 $89336 $91,452 $92,367 $915



FY 2015 Pay Scales

435

INSTRUCTION Teacher - 10 month (Doctorate Degree)

Years of Service FY 14 Salary FY 15 Salary Increase Amount0 $44,070 $44,511 $4411 $44,296 $44,739 $4432 $45,382 $45,836 $4543 $45,621 $46,078 $4574 $45,869 $46,328 $4595 $46,219 $46,682 $4636 $46,578 $47,044 $4667 $47,324 $47,798 $4748 $48,097 $48,578 $4819 $48,899 $49,388 $48910 $49,848 $50,347 $49911 $50,710 $51,218 $50812 $51,243 $51,756 $51313 $52,523 $53,049 $52614 $53,836 $54,375 $53915 $55,182 $55,734 $55216 $56,562 $57,128 $56617 $57,976 $58,556 $58018 $59,426 $60,021 $59519 $60,912 $61,522 $61020 $62,434 $63,059 $62521 $63,993 $64,633 $64022 $65,594 $66,250 $65623 $67,234 $67,907 $67324 $68,914 $69,604 $69025 $70,639 $71,346 $70726 $72,405 $73,130 $72527 $74,214 $74,957 $74328 $76,069 $76,830 $76129 $77,970 $78,750 $78030 $79,919 $80,719 $80031 $81,917 $82,737 $82032 $83,965 $84,805 $84033 $86,066 $86,927 $86134 $88,215 $89,098 $88335 $90,422 $91,327 $90536 $92,682 $93,609 $927



FY 2015 Pay Scales

436

INSTRUCTION Teacher - 10.5 month (Bachelor Degree)


0 $40,950 $41,360 $4101 $41,160 $41,572 $4122 $42,169 $42,591 $4223 $42,391 $42,815 $4244 $42,621 $43,048 $4275 $42,947 $43,377 $4306 $43,280 $43,713 $4337 $43,973 $44,413 $4408 $44,693 $45,140 $4479 $45,437 $45,892 $45510 $46,320 $46,784 $46411 $47,121 $47,593 $47212 $47,615 $48,092 $47713 $48,805 $49,294 $48914 $50,026 $50,527 $50115 $51,275 $51,788 $51316 $52,558 $53,084 $52617 $53,872 $54,411 $53918 $55,219 $55,772 $55319 $56,598 $57,164 $56620 $58,013 $58,594 $58121 $59,463 $60,058 $59522 $60,951 $61,561 $61023 $62,474 $63,099 $62524 $64,036 $64,677 $64125 $65,638 $66,295 $65726 $67,279 $67,952 $67327 $68,960 $69,650 $69028 $70,683 $71,390 $70729 $72,449 $73,174 $72530 $74,262 $75,005 $74331 $76,118 $76,880 $76232 $78,022 $78,803 $78133 $79,973 $80,773 $80034 $81,971 $82,791 $82035 $84,021 $84,862 $84136 $86,121 $86,983 $862



FY 2015 Pay Scales

437

INSTRUCTION Teacher - 10.5 month (Bachelor Degree + 15 hours)


0 $42,179 $42,601 $4221 $42,395 $42,819 $4242 $43,435 $43,870 $4353 $43,663 $44,100 $4374 $43,900 $44,339 $4395 $44,235 $44,678 $4436 $44,578 $45,024 $4467 $45,292 $45,745 $4538 $46,033 $46,494 $4619 $46,800 $47,268 $46810 $47,709 $48,187 $47811 $48,534 $49,020 $48612 $49,043 $49,534 $49113 $50,269 $50,772 $50314 $51,526 $52,042 $51615 $52,814 $53,343 $52916 $54,135 $54,677 $54217 $55,487 $56,042 $55518 $56,875 $57,444 $56919 $58,296 $58,879 $58320 $59,754 $60,352 $59821 $61,247 $61,860 $61322 $62,779 $63,407 $62823 $64,349 $64,993 $64424 $65,957 $66,617 $66025 $67,606 $68,283 $67726 $69,297 $69,990 $69327 $71,028 $71,739 $71128 $72,805 $73,534 $72929 $74,623 $75,370 $74730 $76,489 $77,254 $76531 $78,401 $79,186 $78532 $80,362 $81,166 $80433 $82,371 $83,195 $82434 $84,430 $85,275 $84535 $86,541 $87,407 $86636 $88,705 $89,593 $888



FY 2015 Pay Scales

438

INSTRUCTION Teacher - 10.5 month (Masters Degree)


0 $43,817 $44,256 $4391 $44,041 $44,482 $4412 $45,121 $45,573 $4523 $45,359 $45,813 $4544 $45,605 $46,062 $4575 $45,953 $46,413 $4606 $46,309 $46,773 $4647 $47,052 $47,523 $4718 $47,820 $48,299 $4799 $48,618 $49,105 $48710 $49,561 $50,057 $49611 $50,418 $50,923 $50512 $50,947 $51,457 $51013 $52,221 $52,744 $52314 $53,527 $54,063 $53615 $54,864 $55,413 $54916 $56,237 $56,800 $56317 $57,642 $58,219 $57718 $59,083 $59,674 $59119 $60,560 $61,166 $60620 $62,074 $62,695 $62121 $63,625 $64,262 $63722 $65,218 $65,871 $65323 $66,848 $67,517 $66924 $68,519 $69,205 $68625 $70,232 $70,935 $70326 $71,988 $72,708 $72027 $73,786 $74,524 $73828 $75,632 $76,389 $75729 $77,521 $78,297 $77630 $79,459 $80,254 $79531 $81,446 $82,261 $81532 $83,483 $84,318 $83533 $85,569 $86,425 $85634 $87,708 $88,586 $87835 $89,902 $90,802 $90036 $92,149 $93,071 $922



FY 2015 Pay Scales

439

INSTRUCTION Teacher - 10.5 month (Masters Degree + 15 hours)


0 $45,045 $45,496 $4511 $45,276 $45,729 $4532 $46,386 $46,850 $4643 $46,631 $47,098 $4674 $46,884 $47,353 $4695 $47,241 $47,714 $4736 $47,608 $48,085 $4777 $48,370 $48,854 $4848 $49,162 $49,654 $4929 $49,981 $50,481 $50010 $50,952 $51,462 $51011 $51,832 $52,351 $51912 $52,377 $52,901 $52413 $53,686 $54,223 $53714 $55,027 $55,578 $55115 $56,402 $56,967 $56516 $57,815 $58,394 $57917 $59,258 $59,851 $59318 $60,740 $61,348 $60819 $62,259 $62,882 $62320 $63,815 $64,454 $63921 $65,409 $66,064 $65522 $67,046 $67,717 $67123 $68,722 $69,410 $68824 $70,440 $71,145 $70525 $72,201 $72,924 $72326 $74,007 $74,748 $74127 $75,855 $76,614 $75928 $77,752 $78,530 $77829 $79,694 $80,491 $79730 $81,688 $82,505 $81731 $83,730 $84,568 $83832 $85,823 $86,682 $85933 $87,970 $88,850 $88034 $90,167 $91,069 $90235 $92,422 $93,347 $92536 $94,733 $95,681 $948



FY 2015 Pay Scales

440

INSTRUCTION Teacher - 10.5 month (Doctorate Degree)


0 $46,274 $46,737 $4631 $46,511 $46,977 $4662 $47,651 $48,128 $4773 $47,903 $48,383 $4804 $48,162 $48,644 $4825 $48,530 $49,016 $4866 $48,907 $49,397 $4907 $49,689 $50,186 $4978 $50,502 $51,008 $5069 $51,344 $51,858 $51410 $52,341 $52,865 $52411 $53,246 $53,779 $53312 $53,804 $54,343 $53913 $55,150 $55,702 $55214 $56,527 $57,093 $56615 $57,941 $58,521 $58016 $59,390 $59,984 $59417 $60,874 $61,483 $60918 $62,396 $63,020 $62419 $63,957 $64,597 $64020 $65,555 $66,211 $65621 $67,193 $67,865 $67222 $68,874 $69,563 $68923 $70,596 $71,302 $70624 $72,361 $73,085 $72425 $74,171 $74,913 $74226 $76,025 $76,786 $76127 $77,924 $78,704 $78028 $79,872 $80,671 $79929 $81,869 $82,688 $81930 $83,916 $84,756 $84031 $86,013 $86,874 $86132 $88,164 $89,046 $88233 $90,369 $91,273 $90434 $92,626 $93,553 $92735 $94,943 $95,893 $95036 $97,316 $98,290 $974



FY 2015 Pay Scales

441



0 $42,900 $43,329 $4291 $43,120 $43,552 $4322 $44,177 $44,619 $4423 $44,410 $44,855 $4454 $44,651 $45,098 $4475 $44,992 $45,442 $4506 $45,341 $45,795 $4547 $46,067 $46,528 $4618 $46,820 $47,289 $4699 $47,601 $48,078 $47710 $48,526 $49,012 $48611 $49,365 $49,859 $49412 $49,882 $50,381 $49913 $51,129 $51,641 $51214 $52,407 $52,932 $52515 $53,716 $54,254 $53816 $55,061 $55,612 $55117 $56,436 $57,001 $56518 $57,848 $58,427 $57919 $59,294 $59,887 $59320 $60,775 $61,383 $60821 $62,294 $62,917 $62322 $63,853 $64,492 $63923 $65,449 $66,104 $65524 $67,085 $67,756 $67125 $68,763 $69,451 $68826 $70,482 $71,187 $70527 $72,244 $72,967 $72328 $74,049 $74,790 $74129 $75,900 $76,659 $75930 $77,798 $78,576 $77831 $79,743 $80,541 $79832 $81,736 $82,554 $81833 $83,781 $84,619 $83834 $85,874 $86,733 $85935 $88,021 $88,902 $88136 $90,223 $91,126 $903



FY 2015 Pay Scales

442



0 $44,187 $44,629 $4421 $44,414 $44,859 $4452 $45,503 $45,959 $4563 $45,742 $46,200 $4584 $45,991 $46,451 $4605 $46,342 $46,806 $4646 $46,702 $47,170 $4687 $47,450 $47,925 $4758 $48,225 $48,708 $4839 $49,029 $49,520 $49110 $49,980 $50,480 $50011 $50,845 $51,354 $50912 $51,378 $51,892 $51413 $52,662 $53,189 $52714 $53,980 $54,520 $54015 $55,329 $55,883 $55416 $56,712 $57,280 $56817 $58,129 $58,711 $58218 $59,583 $60,179 $59619 $61,072 $61,683 $61120 $62,599 $63,225 $62621 $64,163 $64,805 $64222 $65,769 $66,427 $65823 $67,413 $68,088 $67524 $69,098 $69,789 $69125 $70,825 $71,534 $70926 $72,597 $73,323 $72627 $74,411 $75,156 $74528 $76,271 $77,034 $76329 $78,177 $78,959 $78230 $80,131 $80,933 $80231 $82,135 $82,957 $82232 $84,188 $85,030 $84233 $86,294 $87,157 $86334 $88,449 $89,334 $88535 $90,662 $91,569 $90736 $92,928 $93,858 $930



FY 2015 Pay Scales

443



0 $45,903 $46,363 $4601 $46,138 $46,600 $4622 $47,270 $47,743 $4733 $47,518 $47,994 $4764 $47,777 $48,255 $4785 $48,142 $48,624 $4826 $48,515 $49,001 $4867 $49,292 $49,785 $4938 $50,098 $50,599 $5019 $50,933 $51,443 $51010 $51,922 $52,442 $52011 $52,820 $53,349 $52912 $53,373 $53,907 $53413 $54,708 $55,256 $54814 $56,076 $56,637 $56115 $57,476 $58,051 $57516 $58,915 $59,505 $59017 $60,387 $60,991 $60418 $61,898 $62,517 $61919 $63,445 $64,080 $63520 $65,030 $65,681 $65121 $66,654 $67,321 $66722 $68,323 $69,007 $68423 $70,031 $70,732 $70124 $71,782 $72,500 $71825 $73,576 $74,312 $73626 $75,416 $76,171 $75527 $77,300 $78,073 $77328 $79,233 $80,026 $79329 $81,213 $82,026 $81330 $83,243 $84,076 $83331 $85,325 $86,179 $85432 $87,458 $88,333 $87533 $89,645 $90,542 $89734 $91,885 $92,804 $91935 $94,183 $95,125 $94236 $96,538 $97,504 $966



FY 2015 Pay Scales

444



0 $47,190 $47,662 $4721 $47,432 $47,907 $4752 $48,594 $49,080 $4863 $48,850 $49,339 $4894 $49,116 $49,608 $4925 $49,491 $49,986 $4956 $49,875 $50,374 $4997 $50,673 $51,180 $5078 $51,502 $52,018 $5169 $52,361 $52,885 $52410 $53,378 $53,912 $53411 $54,300 $54,843 $54312 $54,870 $55,419 $54913 $56,242 $56,805 $56314 $57,648 $58,225 $57715 $59,088 $59,679 $59116 $60,567 $61,173 $60617 $62,080 $62,701 $62118 $63,633 $64,270 $63719 $65,223 $65,876 $65320 $66,853 $67,522 $66921 $68,524 $69,210 $68622 $70,239 $70,942 $70323 $71,994 $72,714 $72024 $73,794 $74,532 $73825 $75,639 $76,396 $75726 $77,531 $78,307 $77627 $79,468 $80,263 $79528 $81,455 $82,270 $81529 $83,490 $84,325 $83530 $85,577 $86,433 $85631 $87,716 $88,594 $87832 $89,910 $90,810 $90033 $92,159 $93,081 $92234 $94,461 $95,406 $94535 $96,823 $97,792 $96936 $99,244 $100,237 $993



FY 2015 Pay Scales

445



0 $47,834 $48,313 $4791 $48,079 $48,560 $4812 $49,258 $49,751 $4933 $49,517 $50,013 $4964 $49,786 $50,284 $4985 $50,166 $50,668 $5026 $50,555 $51,061 $5067 $51,365 $51,879 $5148 $52,204 $52,727 $5239 $53,075 $53,606 $53110 $54,106 $54,648 $54211 $55,041 $55,592 $55112 $55,618 $56,175 $55713 $57,009 $57,580 $57114 $58,434 $59,019 $58515 $59,894 $60,493 $59916 $61,393 $62,007 $61417 $62,926 $63,556 $63018 $64,500 $65,145 $64519 $66,113 $66,775 $66220 $67,765 $68,443 $67821 $69,458 $70,153 $69522 $71,196 $71,908 $71223 $72,976 $73,706 $73024 $74,800 $75,548 $74825 $76,671 $77,438 $76726 $78,588 $79,374 $78627 $80,551 $81,357 $80628 $82,565 $83,391 $82629 $84,628 $85,475 $84730 $86,744 $87,612 $86831 $88,914 $89,804 $89032 $91,136 $92,048 $91233 $93,416 $94,351 $93534 $95,749 $96,707 $95835 $98,144 $99,126 $98236 $100,597 $101,603 $1,006



FY 2015 Pay Scales

446



0 $48,477 $48,962 $4851 $48,726 $49,214 $4882 $49,920 $50,420 $5003 $50,184 $50,686 $5024 $50,455 $50,960 $5055 $50,841 $51,350 $5096 $51,235 $51,748 $5137 $52,056 $52,577 $5218 $52,907 $53,437 $5309 $53,789 $54,327 $53810 $54,833 $55,382 $54911 $55,781 $56,339 $55812 $56,367 $56,931 $56413 $57,776 $58,354 $57814 $59,220 $59,813 $59315 $60,700 $61,307 $60716 $62,219 $62,842 $62317 $63,773 $64,411 $63818 $65,368 $66,022 $65419 $67,003 $67,674 $67120 $68,676 $69,363 $68721 $70,392 $71,096 $70422 $72,154 $72,876 $72223 $73,958 $74,698 $74024 $75,806 $76,565 $75925 $77,702 $78,480 $77826 $79,645 $80,442 $79727 $81,635 $82,452 $81728 $83,677 $84,514 $83729 $85,767 $86,625 $85830 $87,911 $88,791 $88031 $90,109 $91,011 $90232 $92,362 $93,286 $92433 $94,671 $95,618 $94734 $97,038 $98,009 $97135 $99,464 $100,459 $99536 $101,951 $102,971 $1,020



FY 2015 Pay Scales

447



0 $46,800 $47,268 $4681 $47,040 $47,511 $4712 $48,193 $48,675 $4823 $48,447 $48,932 $4854 $48,710 $49,198 $4885 $49,082 $49,573 $4916 $49,463 $49,958 $4957 $50,255 $50,758 $5038 $51,077 $51,588 $5119 $51,928 $52,448 $52010 $52,936 $53,466 $53011 $53,852 $54,391 $53912 $54,417 $54,962 $54513 $55,776 $56,334 $55814 $57,172 $57,744 $57215 $58,600 $59,186 $58616 $60,066 $60,667 $60117 $61,567 $62,183 $61618 $63,107 $63,739 $63219 $64,684 $65,331 $64720 $66,301 $66,965 $66421 $67,957 $68,637 $68022 $69,657 $70,354 $69723 $71,400 $72,114 $71424 $73,183 $73,915 $73225 $75,014 $75,765 $75126 $76,890 $77,659 $76927 $78,811 $79,600 $78928 $80,781 $81,589 $80829 $82,800 $83,628 $82830 $84,870 $85,719 $84931 $86,992 $87,862 $87032 $89,167 $90,059 $89233 $91,397 $92,311 $91434 $93,680 $94,617 $93735 $96,024 $96,985 $96136 $98,424 $99,409 $985



FY 2015 Pay Scales

448



0 $48,204 $48,687 $4831 $48,451 $48,936 $4852 $49,639 $50,136 $4973 $49,901 $50,401 $5004 $50,171 $50,673 $5025 $50,555 $51,061 $5066 $50,946 $51,456 $5107 $51,763 $52,281 $5188 $52,608 $53,135 $5279 $53,487 $54,022 $53510 $54,525 $55,071 $54611 $55,467 $56,022 $55512 $56,049 $56,610 $56113 $57,450 $58,025 $57514 $58,887 $59,476 $58915 $60,357 $60,961 $60416 $61,868 $62,487 $61917 $63,414 $64,049 $63518 $65,000 $65,650 $65019 $66,625 $67,292 $66720 $68,290 $68,973 $68321 $69,997 $70,697 $70022 $71,748 $72,466 $71823 $73,542 $74,278 $73624 $75,380 $76,134 $75425 $77,265 $78,038 $77326 $79,197 $79,989 $79227 $81,176 $81,988 $81228 $83,205 $84,038 $83329 $85,285 $86,138 $85330 $87,417 $88,292 $87531 $89,601 $90,498 $89732 $91,841 $92,760 $91933 $94,138 $95,080 $94234 $96,490 $97,455 $96535 $98,903 $99,893 $99036 $101,376 $102,390 $1,014



FY 2015 Pay Scales

449



0 $50,076 $50,577 $5011 $50,333 $50,837 $5042 $51,566 $52,082 $5163 $51,838 $52,357 $5194 $52,120 $52,642 $5225 $52,517 $53,043 $5266 $52,925 $53,455 $5307 $53,773 $54,311 $5388 $54,651 $55,198 $5479 $55,563 $56,119 $55610 $56,642 $57,209 $56711 $57,621 $58,198 $57712 $58,225 $58,808 $58313 $59,681 $60,278 $59714 $61,173 $61,785 $61215 $62,702 $63,330 $62816 $64,271 $64,914 $64317 $65,876 $66,535 $65918 $67,523 $68,199 $67619 $69,212 $69,905 $69320 $70,942 $71,652 $71021 $72,715 $73,443 $72822 $74,533 $75,279 $74623 $76,397 $77,161 $76424 $78,306 $79,090 $78425 $80,265 $81,068 $80326 $82,272 $83,095 $82327 $84,328 $85,172 $84428 $86,436 $87,301 $86529 $88,596 $89,482 $88630 $90,811 $91,720 $90931 $93,082 $94,013 $93132 $95,408 $96,363 $95533 $97,795 $98,773 $97834 $100,239 $101,242 $1,00335 $102,745 $103,773 $1,02836 $105,314 $106,368 $1,054



FY 2015 Pay Scales

450



0 $51,480 $51,995 $5151 $51,744 $52,262 $5182 $53,013 $53,544 $5313 $53,292 $53,825 $5334 $53,581 $54,117 $5365 $53,990 $54,530 $5406 $54,409 $54,954 $5457 $55,281 $55,834 $5538 $56,185 $56,747 $5629 $57,121 $57,693 $57210 $58,230 $58,813 $58311 $59,237 $59,830 $59312 $59,859 $60,458 $59913 $61,355 $61,969 $61414 $62,888 $63,517 $62915 $64,460 $65,105 $64516 $66,073 $66,734 $66117 $67,723 $68,401 $67818 $69,417 $70,112 $69519 $71,152 $71,864 $71220 $72,931 $73,661 $73021 $74,753 $75,501 $74822 $76,624 $77,391 $76723 $78,539 $79,325 $78624 $80,503 $81,309 $80625 $82,515 $83,341 $82626 $84,579 $85,425 $84627 $86,692 $87,559 $86728 $88,859 $89,748 $88929 $91,081 $91,992 $91130 $93,357 $94,291 $93431 $95,691 $96,648 $95732 $98,083 $99,064 $98133 $100,536 $101,542 $1,00634 $103,049 $104,080 $1,03135 $105,626 $106,683 $1,05736 $108,267 $109,350 $1,083



FY 2015 Pay Scales

451



0 $52,182 $52,704 $5221 $52,450 $52,975 $5252 $53,735 $54,273 $5383 $54,019 $54,560 $5414 $54,312 $54,856 $5445 $54,727 $55,275 $5486 $55,151 $55,703 $5527 $56,034 $56,595 $5618 $56,951 $57,521 $5709 $57,901 $58,481 $58010 $59,024 $59,615 $59111 $60,045 $60,646 $60112 $60,675 $61,282 $60713 $62,191 $62,813 $62214 $63,746 $64,384 $63815 $65,339 $65,993 $65416 $66,974 $67,644 $67017 $68,647 $69,334 $68718 $70,364 $71,068 $70419 $72,123 $72,845 $72220 $73,926 $74,666 $74021 $75,772 $76,530 $75822 $77,667 $78,444 $77723 $79,611 $80,408 $79724 $81,600 $82,416 $81625 $83,641 $84,478 $83726 $85,732 $86,590 $85827 $87,874 $88,753 $87928 $90,070 $90,971 $90129 $92,322 $93,246 $92430 $94,630 $95,577 $94731 $96,997 $97,967 $97032 $99,421 $100,416 $99533 $101,907 $102,927 $1,02034 $104,454 $105,499 $1,04535 $107,066 $108,137 $1,07136 $109,743 $110,841 $1,098



FY 2015 Pay Scales

452



0 $52,884 $53,413 $5291 $53,155 $53,687 $5322 $54,458 $55,003 $5453 $54,746 $55,294 $5484 $55,042 $55,593 $5515 $55,463 $56,018 $5556 $55,893 $56,452 $5597 $56,789 $57,357 $5688 $57,717 $58,295 $5789 $58,679 $59,266 $58710 $59,818 $60,417 $59911 $60,852 $61,461 $60912 $61,490 $62,105 $61513 $63,028 $63,659 $63114 $64,604 $65,251 $64715 $66,218 $66,881 $66316 $67,875 $68,554 $67917 $69,570 $70,266 $69618 $71,311 $72,025 $71419 $73,093 $73,824 $73120 $74,921 $75,671 $75021 $76,792 $77,560 $76822 $78,714 $79,502 $78823 $80,681 $81,488 $80724 $82,698 $83,525 $82725 $84,765 $85,613 $84826 $86,886 $87,755 $86927 $89,057 $89,948 $89128 $91,283 $92,196 $91329 $93,564 $94,500 $93630 $95,903 $96,863 $96031 $98,300 $99,283 $98332 $100,758 $101,766 $1,00833 $103,278 $104,311 $1,03334 $105,859 $106,918 $1,05935 $108,506 $109,592 $1,08636 $111,219 $112,332 $1,113



FY 2015 Pay Scales

453

MAINTENANCE Custodian


0 $22,432 $22,657 $2251 $22,816 $23,045 $2292 $23,485 $23,720 $2353 $24,068 $24,309 $2414 $24,657 $24,904 $2475 $25,244 $25,497 $2536 $25,828 $26,087 $2597 $26,421 $26,686 $2658 $27,008 $27,279 $2719 $27,590 $27,866 $27610 $28,179 $28,461 $28211 $28,768 $29,056 $28812 $29,354 $29,648 $29413 $29,939 $30,239 $30014 $30,525 $30,831 $30615 $31,114 $31,426 $31216 $31,700 $32,017 $31717 $32,283 $32,606 $32318 $32,873 $33,202 $32919 $33,460 $33,795 $33520 $34,378 $34,722 $34421 $34,378 $34,722 $34422 $34,378 $34,722 $34423 $34,378 $34,722 $34424 $34,378 $34,722 $34425 $34,720 $35,068 $34826 $34,720 $35,068 $34827 $36,194 $36,556 $36228 $36,194 $36,556 $36229 $36,194 $36,556 $36230 $36,918 $37,288 $37031 $36,918 $37,288 $37032 $36,918 $37,288 $37033 $36,918 $37,288 $37034 $36,918 $37,288 $37035 $37,656 $38,033 $377




FY 2015 Pay Scales

454

MAINTENANCE Head Custodian


0 $26,896 $27,165 $2691 $27,609 $27,886 $2772 $28,334 $28,618 $2843 $29,098 $29,389 $2914 $29,874 $30,173 $2995 $30,666 $30,973 $3076 $31,477 $31,792 $3157 $32,301 $32,625 $3248 $33,179 $33,511 $3329 $34,038 $34,379 $34110 $34,952 $35,302 $35011 $35,884 $36,243 $35912 $36,873 $37,242 $36913 $37,843 $38,222 $37914 $38,879 $39,268 $38915 $39,896 $40,295 $39916 $40,981 $41,391 $41017 $42,089 $42,510 $42118 $43,226 $43,659 $43319 $44,429 $44,874 $44520 $46,039 $46,500 $46121 $46,039 $46,500 $46122 $46,039 $46,500 $46123 $46,039 $46,500 $46124 $46,039 $46,500 $46125 $46,504 $46,970 $46626 $46,504 $46,970 $46627 $47,980 $48,460 $48028 $47,980 $48,460 $48029 $47,980 $48,460 $48030 $48,938 $49,428 $49031 $48,938 $49,428 $49032 $48,938 $49,428 $49033 $48,938 $49,428 $49034 $48,938 $49,428 $49035 $49,916 $50,416 $500




FY 2015 Pay Scales

455

MAINTENANCE Information Systems Operator


0 $27,481 $27,756 $2751 $27,951 $28,231 $2802 $28,766 $29,054 $2883 $29,488 $29,783 $2954 $30,204 $30,507 $3035 $30,924 $31,234 $3106 $31,646 $31,963 $3177 $32,364 $32,688 $3248 $33,078 $33,409 $3319 $33,799 $34,137 $33810 $34,520 $34,866 $34611 $35,240 $35,593 $35312 $35,956 $36,316 $36013 $36,676 $37,043 $36714 $37,394 $37,768 $37415 $38,115 $38,497 $38216 $38,834 $39,223 $38917 $39,554 $39,950 $39618 $40,274 $40,677 $40319 $40,993 $41,403 $41020 $42,096 $42,517 $42121 $42,096 $42,517 $42122 $42,096 $42,517 $42123 $42,096 $42,517 $42124 $42,096 $42,517 $42125 $42,518 $42,944 $42626 $42,518 $42,944 $42627 $43,998 $44,438 $44028 $43,998 $44,438 $44029 $43,998 $44,438 $44030 $44,877 $45,326 $44931 $44,877 $45,326 $44932 $44,877 $45,326 $44933 $44,877 $45,326 $44934 $44,877 $45,326 $44935 $45,773 $46,231 $458




FY 2015 Pay Scales

456

MAINTENANCE Maintenance Worker M-1


0 $25,133 $25,385 $2521 $25,565 $25,821 $2562 $26,310 $26,574 $2643 $26,969 $27,239 $2704 $27,624 $27,901 $2775 $28,281 $28,564 $2836 $28,942 $29,232 $2907 $29,597 $29,893 $2968 $30,254 $30,557 $3039 $30,916 $31,226 $31010 $31,571 $31,887 $31611 $32,230 $32,553 $32312 $32,884 $33,213 $32913 $33,545 $33,881 $33614 $34,200 $34,542 $34215 $34,861 $35,210 $34916 $35,513 $35,869 $35617 $36,174 $36,536 $36218 $36,829 $37,198 $36919 $37,488 $37,863 $37520 $38,521 $38,907 $38621 $38,521 $38,907 $38622 $38,521 $38,907 $38623 $38,521 $38,907 $38624 $38,521 $38,907 $38625 $38,905 $39,295 $39026 $38,905 $39,295 $39027 $40,201 $40,604 $40328 $40,201 $40,604 $40329 $40,201 $40,604 $40330 $41,003 $41,414 $41131 $41,003 $41,414 $41132 $41,003 $41,414 $41133 $41,003 $41,414 $41134 $41,003 $41,414 $41135 $41,823 $42,242 $419




FY 2015 Pay Scales

457

MAINTENANCE/FLEET Maintenance Mechanic/Fleet Worker M-2


0 $29,098 $29,389 $2911 $29,594 $29,890 $2962 $30,457 $30,762 $3053 $31,219 $31,532 $3134 $31,979 $32,299 $3205 $32,740 $33,068 $3286 $33,501 $33,837 $3367 $34,262 $34,605 $3438 $35,022 $35,373 $3519 $35,788 $36,146 $35810 $36,545 $36,911 $36611 $37,309 $37,683 $37412 $38,067 $38,448 $38113 $38,830 $39,219 $38914 $39,495 $39,890 $39515 $40,350 $40,754 $40416 $41,114 $41,526 $41217 $41,875 $42,294 $41918 $42,636 $43,063 $42719 $43,398 $43,832 $43420 $44,589 $45,035 $44621 $44,589 $45,035 $44622 $44,589 $45,035 $44623 $44,589 $45,035 $44624 $44,589 $45,035 $44625 $45,034 $45,485 $45126 $45,034 $45,485 $45127 $46,330 $46,794 $46428 $46,330 $46,794 $46429 $46,330 $46,794 $46430 $47,257 $47,730 $47331 $47,257 $47,730 $47332 $47,257 $47,730 $47333 $47,257 $47,730 $47334 $47,257 $47,730 $47335 $48,201 $48,684 $483




FY 2015 Pay Scales

458

MAINTENANCE Maintenance Tradesman M-3


0 $35,704 $36,062 $3581 $36,318 $36,682 $3642 $37,378 $37,752 $3743 $38,312 $38,696 $3844 $39,244 $39,637 $3935 $40,179 $40,581 $4026 $41,111 $41,523 $4127 $42,045 $42,466 $4218 $42,984 $43,414 $4309 $43,916 $44,356 $44010 $44,852 $45,301 $44911 $45,787 $46,245 $45812 $46,719 $47,187 $46813 $47,651 $48,128 $47714 $49,204 $49,697 $49315 $49,523 $50,019 $49616 $50,455 $50,960 $50517 $51,391 $51,905 $51418 $52,326 $52,850 $52419 $53,260 $53,793 $53320 $54,724 $55,272 $54821 $54,724 $55,272 $54822 $54,724 $55,272 $54823 $54,724 $55,272 $54824 $54,724 $55,272 $54825 $55,271 $55,824 $55326 $55,271 $55,824 $55327 $56,578 $57,144 $56628 $56,578 $57,144 $56629 $56,578 $57,144 $56630 $57,709 $58,287 $57831 $57,709 $58,287 $57832 $57,709 $58,287 $57833 $57,709 $58,287 $57834 $57,709 $58,287 $57835 $58,862 $59,451 $589




FY 2015 Pay Scales

459

MAINTENANCE Non-Licensed Department Head M-4


0 $31,839 $32,158 $3191 $32,351 $32,675 $3242 $33,240 $33,573 $3333 $34,023 $34,364 $3414 $34,804 $35,153 $3495 $35,588 $35,944 $3566 $36,371 $36,735 $3647 $37,153 $37,525 $3728 $37,938 $38,318 $3809 $38,725 $39,113 $38810 $39,504 $39,900 $39611 $40,290 $40,693 $40312 $41,072 $41,483 $41113 $41,855 $42,274 $41914 $42,541 $42,967 $42615 $43,421 $43,856 $43516 $44,207 $44,650 $44317 $44,991 $45,441 $45018 $45,773 $46,231 $45819 $46,556 $47,022 $46620 $47,783 $48,261 $47821 $47,783 $48,261 $47822 $47,783 $48,261 $47823 $47,783 $48,261 $47824 $47,783 $48,261 $47825 $48,241 $48,724 $48326 $48,241 $48,724 $48327 $49,574 $50,070 $49628 $49,574 $50,070 $49629 $49,574 $50,070 $49630 $50,527 $51,033 $50631 $50,527 $51,033 $50632 $50,527 $51,033 $50633 $50,527 $51,033 $50634 $50,527 $51,033 $50635 $51,498 $52,013 $515




FY 2015 Pay Scales

460

MAINTENANCE Licensed Department Head M-5


0 $38,285 $38,668 $3831 $38,913 $39,303 $3902 $39,992 $40,392 $4003 $40,944 $41,354 $4104 $41,894 $42,313 $4195 $42,847 $43,276 $4296 $43,797 $44,235 $4387 $44,750 $45,198 $4488 $45,704 $46,162 $4589 $46,655 $47,122 $46710 $47,609 $48,086 $47711 $48,562 $49,048 $48612 $49,512 $50,008 $49613 $50,463 $50,968 $50514 $52,045 $52,566 $52115 $52,370 $52,894 $52416 $53,319 $53,853 $53417 $54,274 $54,817 $54318 $55,227 $55,780 $55319 $56,178 $56,740 $56220 $57,671 $58,248 $57721 $57,671 $58,248 $57722 $57,671 $58,248 $57723 $57,671 $58,248 $57724 $57,671 $58,248 $57725 $58,228 $58,811 $58326 $58,228 $58,811 $58327 $59,562 $60,158 $59628 $59,562 $60,158 $59629 $59,562 $60,158 $59630 $60,714 $61,322 $60831 $60,714 $61,322 $60832 $60,714 $61,322 $60833 $60,714 $61,322 $60834 $60,714 $61,322 $60835 $61,891 $62,510 $619




FY 2015 Pay Scales

461

SECRETARIAL Secretary - 10 month


0 $20,846 $21,055 $2091 $21,205 $21,418 $2132 $21,823 $22,042 $2193 $22,370 $22,594 $2244 $22,914 $23,144 $2305 $23,460 $23,695 $2356 $24,007 $24,248 $2417 $24,551 $24,797 $2468 $25,094 $25,345 $2519 $25,640 $25,897 $25710 $26,188 $26,450 $26211 $26,735 $27,003 $26812 $27,276 $27,549 $27313 $27,823 $28,102 $27914 $28,368 $28,652 $28415 $28,915 $29,205 $29016 $29,459 $29,754 $29517 $30,005 $30,306 $30118 $30,552 $30,858 $30619 $31,098 $31,409 $31120 $31,935 $32,255 $32021 $31,935 $32,255 $32022 $31,935 $32,255 $32023 $31,935 $32,255 $32024 $31,935 $32,255 $32025 $32,255 $32,578 $32326 $32,255 $32,578 $32327 $33,377 $33,711 $33428 $33,377 $33,711 $33429 $33,377 $33,711 $33430 $34,045 $34,386 $34131 $34,045 $34,386 $34132 $34,045 $34,386 $34133 $34,045 $34,386 $34134 $34,045 $34,386 $34135 $34,725 $35,073 $348




FY 2015 Pay Scales

462



0 $22,931 $23,161 $2301 $23,325 $23,559 $2342 $24,004 $24,245 $2413 $24,607 $24,854 $2474 $25,204 $25,457 $2535 $25,805 $26,064 $2596 $26,407 $26,672 $2657 $27,007 $27,278 $2718 $27,604 $27,881 $2779 $28,205 $28,488 $28310 $28,807 $29,096 $28911 $29,408 $29,703 $29512 $30,003 $30,304 $30113 $30,604 $30,911 $30714 $31,203 $31,516 $31315 $31,806 $32,125 $31916 $32,406 $32,731 $32517 $33,006 $33,337 $33118 $33,608 $33,945 $33719 $34,208 $34,551 $34320 $35,129 $35,481 $35221 $35,129 $35,481 $35222 $35,129 $35,481 $35223 $35,129 $35,481 $35224 $35,129 $35,481 $35225 $35,481 $35,836 $35526 $35,481 $35,836 $35527 $36,715 $37,083 $36828 $36,715 $37,083 $36829 $36,715 $37,083 $36830 $37,449 $37,824 $37531 $37,449 $37,824 $37532 $37,449 $37,824 $37533 $37,449 $37,824 $37534 $37,449 $37,824 $37535 $38,199 $38,581 $382




FY 2015 Pay Scales

463



0 $25,016 $25,267 $2511 $25,446 $25,701 $2552 $26,187 $26,449 $2623 $26,844 $27,113 $2694 $27,496 $27,771 $2755 $28,152 $28,434 $2826 $28,808 $29,097 $2897 $29,462 $29,757 $2958 $30,112 $30,414 $3029 $30,768 $31,076 $30810 $31,425 $31,740 $31511 $32,081 $32,402 $32112 $32,731 $33,059 $32813 $33,387 $33,721 $33414 $34,041 $34,382 $34115 $34,698 $35,045 $34716 $35,351 $35,705 $35417 $36,006 $36,367 $36118 $36,663 $37,030 $36719 $37,317 $37,691 $37420 $38,322 $38,706 $38421 $38,322 $38,706 $38422 $38,322 $38,706 $38423 $38,322 $38,706 $38424 $38,322 $38,706 $38425 $38,705 $39,093 $38826 $38,705 $39,093 $38827 $40,052 $40,453 $40128 $40,052 $40,453 $40129 $40,052 $40,453 $40130 $40,854 $41,263 $40931 $40,854 $41,263 $40932 $40,854 $41,263 $40933 $40,854 $41,263 $40934 $40,854 $41,263 $40935 $41,670 $42,087 $417




FY 2015 Pay Scales

464

SECRETARIAL Bookkeeper/Secretary - 11 month


0 $25,189 $25,441 $2521 $25,621 $25,878 $2572 $26,368 $26,632 $2643 $27,030 $27,301 $2714 $27,687 $27,964 $2775 $28,346 $28,630 $2846 $29,009 $29,300 $2917 $29,667 $29,964 $2978 $30,321 $30,625 $3049 $30,982 $31,292 $31010 $31,643 $31,960 $31711 $32,304 $32,628 $32412 $32,958 $33,288 $33013 $33,618 $33,955 $33714 $34,278 $34,621 $34315 $34,939 $35,289 $35016 $35,598 $35,954 $35617 $36,257 $36,620 $36318 $36,918 $37,288 $37019 $37,576 $37,952 $37620 $38,589 $38,975 $38621 $38,589 $38,975 $38622 $38,589 $38,975 $38623 $38,589 $38,975 $38624 $38,589 $38,975 $38625 $38,975 $39,365 $39026 $38,975 $39,365 $39027 $40,330 $40,734 $40428 $40,330 $40,734 $40429 $40,330 $40,734 $40430 $41,137 $41,549 $41231 $41,137 $41,549 $41232 $41,137 $41,549 $41233 $41,137 $41,549 $41234 $41,137 $41,549 $41235 $41,958 $42,378 $420




FY 2015 Pay Scales

465

SECRETARIAL Bookkeeper/Secretary - 12 month


0 $27,480 $27,755 $2751 $27,951 $28,231 $2802 $28,765 $29,053 $2883 $29,487 $29,782 $2954 $30,203 $30,506 $3035 $30,924 $31,234 $3106 $31,645 $31,962 $3177 $32,364 $32,688 $3248 $33,078 $33,409 $3319 $33,799 $34,137 $33810 $34,520 $34,866 $34611 $35,240 $35,593 $35312 $35,955 $36,315 $36013 $36,675 $37,042 $36714 $37,393 $37,767 $37415 $38,115 $38,497 $38216 $38,833 $39,222 $38917 $39,554 $39,950 $39618 $40,273 $40,676 $40319 $40,993 $41,403 $41020 $42,096 $42,517 $42121 $42,096 $42,517 $42122 $42,096 $42,517 $42123 $42,096 $42,517 $42124 $42,096 $42,517 $42125 $42,518 $42,944 $42626 $42,518 $42,944 $42627 $43,996 $44,436 $44028 $43,996 $44,436 $44029 $43,996 $44,436 $44030 $44,877 $45,326 $44931 $44,877 $45,326 $44932 $44,877 $45,326 $44933 $44,877 $45,326 $44934 $44,877 $45,326 $44935 $45,773 $46,231 $458




FY 2015 Pay Scales

466

SECRETARIAL Bookkeeper - 12 month


0 $28,798 $29,086 $2881 $29,293 $29,586 $2932 $30,147 $30,449 $3023 $30,904 $31,214 $3104 $31,654 $31,971 $3175 $32,409 $32,734 $3256 $33,165 $33,497 $3327 $33,916 $34,256 $3408 $34,666 $35,013 $3479 $35,420 $35,775 $35510 $36,177 $36,539 $36211 $36,932 $37,302 $37012 $37,681 $38,058 $37713 $38,436 $38,821 $38514 $39,188 $39,580 $39215 $39,945 $40,345 $40016 $40,699 $41,106 $40717 $41,452 $41,867 $41518 $42,207 $42,630 $42319 $42,961 $43,391 $43020 $44,118 $44,560 $44221 $44,118 $44,560 $44222 $44,118 $44,560 $44223 $44,118 $44,560 $44224 $44,118 $44,560 $44225 $44,559 $45,005 $44626 $44,559 $45,005 $44627 $46,108 $46,570 $46228 $46,108 $46,570 $46229 $46,108 $46,570 $46230 $47,030 $47,501 $47131 $47,030 $47,501 $47132 $47,030 $47,501 $47133 $47,030 $47,501 $47134 $47,030 $47,501 $47135 $47,971 $48,451 $480




FY 2015 Pay Scales

467

SECRETARIAL Bookkeeper - Fiscal Services


0 $30,237 $30,540 $3031 $30,757 $31,065 $3082 $31,655 $31,972 $3173 $32,448 $32,773 $3254 $33,237 $33,570 $3335 $34,029 $34,370 $3416 $34,821 $35,170 $3497 $35,613 $35,970 $3578 $36,399 $36,763 $3649 $37,192 $37,564 $37210 $37,986 $38,366 $38011 $38,778 $39,166 $38812 $39,567 $39,963 $39613 $40,357 $40,761 $40414 $41,148 $41,560 $41215 $41,942 $42,362 $42016 $42,732 $43,160 $42817 $43,524 $43,960 $43618 $44,317 $44,761 $44419 $45,108 $45,560 $45220 $46,325 $46,789 $46421 $46,325 $46,789 $46422 $46,325 $46,789 $46423 $46,325 $46,789 $46424 $46,325 $46,789 $46425 $46,787 $47,255 $46826 $46,787 $47,255 $46827 $48,415 $48,900 $48528 $48,415 $48,900 $48529 $48,415 $48,900 $48530 $49,382 $49,876 $49431 $49,382 $49,876 $49432 $49,382 $49,876 $49433 $49,382 $49,876 $49434 $49,382 $49,876 $49435 $50,368 $50,872 $504




FY 2015 Pay Scales

468

TECHNOLOGY Analyst 1


0 $35,530 $35,886 $3561 $36,218 $36,581 $3632 $36,907 $37,277 $3703 $37,594 $37,970 $3764 $38,283 $38,666 $3835 $38,971 $39,361 $3906 $39,660 $40,057 $3977 $40,347 $40,751 $4048 $41,036 $41,447 $4119 $41,725 $42,143 $41810 $42,413 $42,838 $42511 $43,101 $43,533 $43212 $43,789 $44,227 $43813 $44,478 $44,923 $44514 $45,165 $45,617 $45215 $45,854 $46,313 $45916 $46,542 $47,008 $46617 $47,230 $47,703 $47318 $47,919 $48,399 $48019 $48,617 $49,104 $48720 $49,104 $49,596 $49221 $49,104 $49,596 $49222 $49,104 $49,596 $49223 $49,104 $49,596 $49224 $49,104 $49,596 $49225 $49,595 $50,091 $49626 $49,595 $50,091 $49627 $50,734 $51,242 $50828 $50,734 $51,242 $50829 $50,734 $51,242 $50830 $52,784 $53,312 $52831 $52,784 $53,312 $52832 $52,784 $53,312 $52833 $52,784 $53,312 $52834 $52,784 $53,312 $52835 $53,839 $54,378 $539




FY 2015 Pay Scales

469



0 $49,741 $50,239 $4981 $50,705 $51,213 $5082 $51,668 $52,185 $5173 $52,632 $53,159 $5274 $53,596 $54,132 $5365 $54,559 $55,105 $5466 $55,523 $56,079 $5567 $56,486 $57,051 $5658 $57,450 $58,025 $5759 $58,414 $58,999 $58510 $59,377 $59,971 $59411 $60,340 $60,944 $60412 $61,304 $61,918 $61413 $62,268 $62,891 $62314 $63,232 $63,865 $63315 $64,195 $64,837 $64216 $65,158 $65,810 $65217 $66,121 $66,783 $66218 $67,086 $67,757 $67119 $68,065 $68,746 $68120 $68,745 $69,433 $68821 $68,745 $69,433 $68822 $68,745 $69,433 $68823 $68,745 $69,433 $68824 $68,745 $69,433 $68825 $69,433 $70,128 $69526 $69,433 $70,128 $69527 $70,572 $71,278 $70628 $70,572 $71,278 $70629 $70,572 $71,278 $70630 $71,984 $72,704 $72031 $71,984 $72,704 $72032 $71,984 $72,704 $72033 $71,984 $72,704 $72034 $71,984 $72,704 $72035 $73,424 $74,159 $735




FY 2015 Pay Scales

470



0 $59,689 $60,286 $5971 $60,846 $61,455 $6092 $62,001 $62,622 $6213 $63,159 $63,791 $6324 $64,314 $64,958 $6445 $65,471 $66,126 $6556 $66,627 $67,294 $6677 $67,783 $68,461 $6788 $68,941 $69,631 $6909 $70,096 $70,797 $70110 $71,252 $71,965 $71311 $72,409 $73,134 $72512 $73,565 $74,301 $73613 $74,722 $75,470 $74814 $75,878 $76,637 $75915 $77,033 $77,804 $77116 $78,191 $78,973 $78217 $79,346 $80,140 $79418 $80,503 $81,309 $80619 $81,677 $82,494 $81720 $82,493 $83,318 $82521 $82,493 $83,318 $82522 $82,493 $83,318 $82523 $82,493 $83,318 $82524 $82,493 $83,318 $82525 $83,318 $84,152 $83426 $83,318 $84,152 $83427 $84,459 $85,304 $84528 $84,459 $85,304 $84529 $84,459 $85,304 $84530 $86,147 $87,009 $86231 $86,147 $87,009 $86232 $86,147 $87,009 $86233 $86,147 $87,009 $86234 $86,147 $87,009 $86235 $87,871 $88,750 $879




FY 2015 Pay Scales

471



0 $63,271 $63,904 $6331 $64,496 $65,141 $6452 $65,722 $66,380 $6583 $66,949 $67,619 $6704 $68,173 $68,855 $6825 $69,399 $70,093 $6946 $70,624 $71,331 $7077 $71,850 $72,569 $7198 $73,077 $73,808 $7319 $74,302 $75,046 $74410 $75,528 $76,284 $75611 $76,753 $77,521 $76812 $77,978 $78,758 $78013 $79,206 $79,999 $79314 $80,430 $81,235 $80515 $81,657 $82,474 $81716 $82,881 $83,710 $82917 $84,108 $84,950 $84218 $85,333 $86,187 $85419 $86,578 $87,444 $86620 $87,444 $88,319 $87521 $87,444 $88,319 $87522 $87,444 $88,319 $87523 $87,444 $88,319 $87524 $87,444 $88,319 $87525 $88,318 $89,202 $88426 $88,318 $89,202 $88427 $89,458 $90,353 $89528 $89,458 $90,353 $89529 $89,458 $90,353 $89530 $91,246 $92,159 $91331 $91,246 $92,159 $91332 $91,246 $92,159 $91333 $91,246 $92,159 $91334 $91,246 $92,159 $91335 $93,070 $94,001 $931




FY 2015 Pay Scales

472

TRANSPORTATION Bus Aides (4 hour contract)


0 $5,890 $5,949 $591 $5,996 $6,056 $602 $6,163 $6,225 $623 $6,321 $6,385 $644 $6,472 $6,537 $655 $6,629 $6,696 $676 $6,785 $6,853 $687 $6,938 $7,008 $708 $7,092 $7,163 $719 $7,244 $7,317 $7310 $7,399 $7,473 $7411 $7,551 $7,627 $7612 $7,707 $7,785 $7813 $7,859 $7,938 $7914 $8,012 $8,093 $8115 $8,167 $8,249 $8216 $8,321 $8,405 $8417 $8,473 $8,558 $8518 $8,628 $8,715 $8719 $8,783 $8,871 $8820 $9,110 $9,202 $9221 $9,110 $9,202 $9222 $9,110 $9,202 $9223 $9,110 $9,202 $9224 $9,110 $9,202 $9225 $9,202 $9,295 $9326 $9,202 $9,295 $9327 $9,933 $10,033 $10028 $9,933 $10,033 $10029 $9,933 $10,033 $10030 $10,148 $10,250 $10231 $10,148 $10,250 $10232 $10,148 $10,250 $10233 $10,148 $10,250 $10234 $10,148 $10,250 $10235 $10,348 $10,452 $104




FY 2015 Pay Scales

473

TRANSPORTATION Bus Aides (5 hour contract)


0 $7,362 $7,436 $741 $7,494 $7,569 $752 $7,704 $7,782 $783 $7,901 $7,981 $804 $8,091 $8,172 $815 $8,286 $8,369 $836 $8,480 $8,565 $857 $8,674 $8,761 $878 $8,864 $8,953 $899 $9,056 $9,147 $9110 $9,247 $9,340 $9311 $9,440 $9,535 $9512 $9,634 $9,731 $9713 $9,824 $9,923 $9914 $10,014 $10,115 $10115 $10,209 $10,312 $10316 $10,401 $10,506 $10517 $10,592 $10,698 $10618 $10,785 $10,893 $10819 $10,980 $11,090 $11020 $11,387 $11,501 $11421 $11,387 $11,501 $11422 $11,387 $11,501 $11423 $11,387 $11,501 $11424 $11,387 $11,501 $11425 $11,502 $11,618 $11626 $11,502 $11,618 $11627 $12,416 $12,541 $12528 $12,416 $12,541 $12529 $12,416 $12,541 $12530 $12,685 $12,812 $12731 $12,685 $12,812 $12732 $12,685 $12,812 $12733 $12,685 $12,812 $12734 $12,685 $12,812 $12735 $12,936 $13,066 $130




FY 2015 Pay Scales

474

TRANSPORTATION Bus Drivers (4 hour contract)


0 $10,700 $10,807 $1071 $10,871 $10,980 $1092 $11,161 $11,273 $1123 $11,416 $11,531 $1154 $11,674 $11,791 $1175 $11,928 $12,048 $1206 $12,188 $12,310 $1227 $12,445 $12,570 $1258 $12,701 $12,829 $1289 $12,965 $13,095 $13010 $13,218 $13,351 $13311 $13,477 $13,612 $13512 $13,729 $13,867 $13813 $13,988 $14,128 $14014 $14,245 $14,388 $14315 $14,499 $14,644 $14516 $14,761 $14,909 $14817 $15,014 $15,165 $15118 $15,272 $15,425 $15319 $15,530 $15,686 $15620 $15,942 $16,102 $16021 $15,942 $16,102 $16022 $15,942 $16,102 $16023 $15,942 $16,102 $16024 $15,942 $16,102 $16025 $16,099 $16,260 $16126 $16,099 $16,260 $16127 $16,741 $16,909 $16828 $16,741 $16,909 $16829 $16,741 $16,909 $16830 $17,077 $17,248 $17131 $17,077 $17,248 $17132 $17,077 $17,248 $17133 $17,077 $17,248 $17134 $17,077 $17,248 $17135 $17,417 $17,592 $175




FY 2015 Pay Scales

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TRANSPORTATION Bus Drivers (5 hour contract)


0 $13,376 $13,510 $1341 $13,589 $13,725 $1362 $13,949 $14,089 $1403 $14,270 $14,413 $1434 $14,593 $14,739 $1465 $14,911 $15,061 $1506 $15,235 $15,388 $1537 $15,555 $15,711 $1568 $15,876 $16,035 $1599 $16,205 $16,368 $16310 $16,521 $16,687 $16611 $16,844 $17,013 $16912 $17,161 $17,333 $17213 $17,486 $17,661 $17514 $17,806 $17,985 $17915 $18,124 $18,306 $18216 $18,450 $18,635 $18517 $18,765 $18,953 $18818 $19,089 $19,280 $19119 $19,412 $19,607 $19520 $19,927 $20,127 $20021 $19,927 $20,127 $20022 $19,927 $20,127 $20023 $19,927 $20,127 $20024 $19,927 $20,127 $20025 $20,125 $20,327 $20226 $20,125 $20,327 $20227 $20,926 $21,136 $21028 $20,926 $21,136 $21029 $20,926 $21,136 $21030 $21,344 $21,558 $21431 $21,344 $21,558 $21432 $21,344 $21,558 $21433 $21,344 $21,558 $21434 $21,344 $21,558 $21435 $21,771 $21,989 $218




FY 2015 Pay Scales

476

TRANSPORTATION Bus Route Coordinator/Driver Trainer


0 $31,764 $32,082 $3181 $32,309 $32,633 $3242 $33,251 $33,584 $3333 $34,084 $34,425 $3414 $34,914 $35,264 $3505 $35,746 $36,104 $3586 $36,579 $36,945 $3667 $37,404 $37,779 $3758 $38,237 $38,620 $3839 $39,067 $39,458 $39110 $39,901 $40,301 $40011 $40,732 $41,140 $40812 $41,564 $41,980 $41613 $42,391 $42,815 $42414 $43,225 $43,658 $43315 $44,058 $44,499 $44116 $44,885 $45,334 $44917 $45,718 $46,176 $45818 $46,546 $47,012 $46619 $47,379 $47,853 $47420 $48,682 $49,169 $48721 $48,682 $49,169 $48722 $48,682 $49,169 $48723 $48,682 $49,169 $48724 $48,682 $49,169 $48725 $49,168 $49,660 $49226 $49,168 $49,660 $49227 $50,451 $50,956 $50528 $50,451 $50,956 $50529 $50,451 $50,956 $50530 $51,459 $51,974 $51531 $51,459 $51,974 $51532 $51,459 $51,974 $51533 $51,459 $51,974 $51534 $51,459 $51,974 $51535 $52,488 $53,013 $525




FY 2015 Pay Scales

477

TRANSPORTATION Supervisor


0 $51,740 $52,258 $5181 $52,628 $53,155 $5272 $54,156 $54,698 $5423 $55,513 $56,069 $5564 $56,867 $57,436 $5695 $58,217 $58,800 $5836 $59,570 $60,166 $5967 $60,928 $61,538 $6108 $62,281 $62,904 $6239 $63,632 $64,269 $63710 $64,986 $65,636 $65011 $66,340 $67,004 $66412 $67,696 $68,373 $67713 $69,048 $69,739 $69114 $70,399 $71,103 $70415 $71,755 $72,473 $71816 $73,111 $73,843 $73217 $74,463 $75,208 $74518 $75,815 $76,574 $75919 $77,171 $77,943 $77220 $79,289 $80,082 $79321 $79,289 $80,082 $79322 $79,289 $80,082 $79323 $79,289 $80,082 $79324 $79,289 $80,082 $79325 $80,084 $80,885 $80126 $80,084 $80,885 $80127 $81,368 $82,182 $81428 $81,368 $82,182 $81429 $81,368 $82,182 $81430 $82,994 $83,824 $83031 $82,994 $83,824 $83032 $82,994 $83,824 $83033 $82,994 $83,824 $83034 $82,994 $83,824 $83035 $84,654 $85,501 $847




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21ST Century SkillsSuggested student outcomes and support systems that ensure students have the skills, knowledge, and expertise to succeed in work and in life.

Accreditation State legislation passed in 1996 that requires public school divisions to implement a state curriculum, administer yearly tests, and be held accountable for the results.

Accrual Basis of Accounting Accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent.

ACT American College Test; assessment taken by some high school students; required by some colleges/universities for admission.

ADA Americans with Disabilities Act.

Adequate Yearly Progress (AYP)

Represents the minimum level of improvement that schools and school division must achieve each year as determined by the No Child left Behind Act of 2001. AYP applies to all students and to the following subgroups of students: students with disabilities, limited English Proficient students; economically disadvantaged students; students in major racial/ethnic groups (white, African-American and Hispanic).

Adopted Budget The financial plan adopted by the governing body that forms a basis for appropriations.AP Advanced Placement.

Appropriation An authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes.

ASBO Association of School Business Officers

Associated Payroll Costs

Amounts paid by the district on behalf of employees. These amounts are not included in the gross salary, but are in addition to it. Such payments are fringe benefit payments that, while not paid directly to employees, nevertheless are part of the cost of salaries and benefits. Examples are: Group health or group life insurance, Contributions to Virginia Retirement System, Social security (FICA), Workers’ compensation, Workers’ compensation, Unemployment insurance.

Average Daily Membership (ADM) The average daily number of students who are enrolled in the school division.

AYP Adequate Yearly Progress; the benchmarks established for performance on reading and mathematics tests by NCLB.

Baseline Data Basic information gathered before a program begins.

Benchmark A standard of excellence, achievement, etc., against which similar things must be measured or judged.

Biennial Happening every two years.

Bonus Something given, paid or received above what is expected. The tax implication of the bonus varies based on the timing of the payment and the recipients’ tax withholding elections.

BOS Board of Supervisors.

Budget A financial operating plan including an estimate of proposed expenditures for a given period of time, typically a fiscal year, and the anticipated revenues to fund the plan.

Budget Message Written explanation of the budget and school board financial priorities prepared by the chairperson of the school board.

Budget Resolution A written, signed budget statement.

Capital Outlay Items which generally have a useful life of one or more years, such as machinery, land, furniture, equipment or buildings.

CIP - Capital Improvement Plan The five-year plan for addressing school division facilities construction, renovations, maintenance needs, technology upgrades and buses.

Composite Index

A measure of a locality’s ability to generate tax revenue currently used by the State of Virginia to distribute State education funding. It requires the State to pay a greater percentage of education costs of the Standards of Quality in relatively poor localities. A higher index indicates greater local capacity and a higher local share; a lower index indicates less local capacity and a lower local share.

Context The set of circumstances or facts that surround a particular event or situation.

Contingency Fund Money allocated for use in cases of emergency or to cover unforeseen expenditures. School boards must take action to approve expenditures of these funds in specific budget areas.

GLOSSARY



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Co-op Program Cooperative Education in the Career and Technical Education department that combines classroom and workplace experiences.

Correlation The degree (statistics) to which two ore more attributes or measurements on the same group of elements show a tendency to vary together.

CTE Career and Technical EducationCurriculum The information/skills/knowledge of teaching.Curriculum Maps Calendar-based organizer of content/skills for a subject or grade-level.

Debt Service Repayment of principal and payment of interest on debt incurred for school building and renovation projects.

Demographic A portion of a human population.Division-wide Professional Development Required 20-hour professional development program for certificated personnel.

Drill and Practice An instructional activity involving rote memorization and repetition.Dynamic Of variable or constantly changing nature.

Early Retirement Incentive

Early retirement incentives are temporary changes in retirement plan benefits that are offered for a limited period known as a retirement “window.” The primary benefits to the employer are reduced payroll costs, a smaller work force, and the opportunity to reorganize staff and reduce middle management levels, whose average salaries are higher. The incentives are paid thru accounts payable to a tax shelter annuity vendor so taxes are not paid until the funds are withdrawn by the retiree.

Equipment Generally includes the cost of new equipment as well as the cost to replace equipment which is no longer serviceable.

ESL English as a Second Language.ETV Educational television, Cox and Comcast channel 18, and Verizon channel 36.Expenditure Funds spent for goods and services for the school division including employee compensation.

F.I.C.A. Initials for the Federal Insurance Contributions Act. It is the tax withheld from salary income that funds the Social Security and Medicare programs.

Fine Arts A section of courses, whose outcome is primarily for beauty rather than utility (i.e., art, music, band, chorus, drama, orchestra, etc.).

Fiscal Year The 12-month period covered by the budget. The fiscal year used by the County begins on July 1st and ends on June 30th.

Fixed Charges Payments generally considered as part of employee compensation for such items as contributions to the Virginia Retirement System, the State group life insurance program, social security, and health insurance costs.

Flow Through Funds Federal entitlements to school divisions that flow through the state.FTE An abbreviation for Full Time Equivalent.

Fund A division in a budget segregating independent fiscal and accounting requirements. An entity within a school division’s financial plan designated to carry on specific activities or to reach certain objectives.

GED General Educational Development.

General Obligation Bonds General Obligation bonds are secured by a pledge of the issuer’s full faith and credit from tax revenue.

GFOA Government Finance Officers Association

Governing Body County court, board of commissioners, city council, school board, board of supervisors/trustees, board of directors or other governing board of a local government.

GPS Global Positioning SystemH/PE Health and Physical EducationHands-on Experience An instructional activity characterized by active, personal participation.HVAC Acronym that stands for Heating, Ventilating, and Air Conditioning

Inclusion In education, the practice of teaching handicapped children in regular classrooms with non-handicapped children to the fullest extent possible.

Individualized Education Program (IEP) A written plan designed to meet the unique needs of children found eligible to receive special education services.

Instruction The styles and strategies of teaching.



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Intervention In education, to provide alternate or additional instruction, when needed.ISS In-School SuspensionJROTC Junior Reserve Officers Training Corps.

Lit Assess An acronym for SCS’ Literacy Assessment database that manages performance results of literacy assessments that are given to students each year.

Mastery Full command of a subject of study.

Materials and Supplies Includes the cost of supplies for a particular category, e.g. classroom, office computer, etc.. Textbooks are part of the “materials and supplies” cost under classroom instruction.

Mentorship A program for teachers new to SCS that pairs each new teacher with an experienced teacher in a formal support role.

Mission The business with which a body of persons is charged.

No Child Left Behind (NCLB)Federal legislation that was passed in 2007 to redefine the federal role in K-12 education and seeks to raise the achievement levels for all students and to close the achievement gap between disadvantaged and minority students and their peers.

No Child Left Behind Act of 2001 (NCLB)

Federal legislation signed into law by President Bush in 2002 “designed to improve students achievement and change the culture of America’s schools.”

Non-compensation Expenses related to all items other than salaries and benefits.Non-recurring Expenses One-time expenses that do not continue from year to year.

PALS Phonological Awareness Literacy Screening; an assessment given to students in grades Pre-K through grade 3.

Program A group of related activities to accomplish a major service or function for which the school division is responsible.

Proposed Budget The budget recommended by the Superintendent and presented to the School Board for consideration.

Purchased Services Costs of services provided to the schools by other entities, e.g. workers’ compensation, maintenance contracts, etc.

Recommended Budget Financial and operating plan recommended by the Superintendent, submitted to the public and governing officials.

Recurring Operating Expenses Expenses that continue from year to year.

Remediation In education, the re-teaching of content/skills incorrectly learned.Reserve Fund Established to accumulate money from one fiscal year to another for a specific purpose.

Resources Estimated beginning fund balances on hand at the beginning of the fiscal year, plus all anticipated revenues (i.e. capital project fund and food service fund).

Retention In education, requiring a student to repeat a grade level.Retirement Opportunity Program (ROP) A program which permits eligible employees to retire while providing a financial incentive.

Revenue Income to the school division.SAT Scholastic Aptitude Test; assessment taken by high school students needed for college admission.SCS Spotsylvania County Schools

Self-sustaining Fund A fund used for a program that operates solely on external funding such as grants, federal funds, or fees. Such programs are not directly supported by local tax sources.

Site-Based Professional Development Required 18-hour school based professional development.

SOL Standard of Learning; Virginia curriculum in each subject.

Southern Association of Colleges and Schools (SACS)

Currently known as AdvancED, is the council currently used by the school division for accreditation and school improvement.

Stakeholder A person or group that has an investment, share, or interest in something; in SCS this refers to students, teachers, administrators, support staff, business partners and community members.

Standards of Accreditation (SOA) Enacted by the State Board of Education in 1998, established that school accreditation shall be based on the percentage of students passing the Standards of Learning (SOL) test.



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Standards of Learning (SOL) State Board of Education and required by the State for all Virginia public education students.

Statements of knowledge and skills that students are expected to know and accomplish at each grade level in the core subject areas of English, math, science, history and social studies, and computer technology. The standards are adopted by the

Standards of Quality (SOQ)Standards that prescribe the minimum foundation program that all public schools in Virginia must meet. The Standards are established in the Constitution of Virginia and defined in state law. Standards address areas such as staffing, facilities, and instructional programs.

State Categorical Aid Funding for mandatory education programs required by state or federal law for a mandated purpose, other than state funding for the Standards of Quality.

State Sales Tax The one and one-eighth percent of state sales tax returned to localities for public education, distributed based on each locality’s school age population.

State SOQ Funding Funding for the state share of the cost required to meet the state’s Standards of Quality or the minimum foundation program that all public schools in Virginia must meet.

Support Positions Non-instructional positions necessary for the operation of a school, for instance, clerical positions, school bus drivers and cafeteria workers would be considered support positions.

Suspension In education, the state of temporarily not being allowed to attend class; used a means of punishment.TDA Tax Deferred Annuity.

Title I A federal program that supplements remedial services for economically disadvantaged students. Previously known as Chapter 1.

Transfers Amounts distributed from one fund/department to finance activities in another fund/department. Shown as an expenditure in the originating fund and revenue in the receiving fund.

Unappropriated Ending Fund Balance

Amount set aside in the budget to be used as a cash carryover to the next year’s budget. This balance provides the school division with needed cash flow until other money is received. This amount cannot be transferred by resolution or used through a supplemental appropriation budget during the fiscal year it is budgeted.

Vision A statement that describes the anticipation of what a group of persons sees in the future.VPSA - Virginia Public School Authority An agency of the state government that pools and issues debt on behalf of a consortium of school districts.

VRS - Virginia Retirement System Provides pension benefits for retirees from state and local government.

FY 2015 ADOPTED BUDGET · 2014. 10. 31. · 2015. The School Board’s budget for all funds...

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Transcript of FY 2015 ADOPTED BUDGET · 2014. 10. 31. · 2015. The School Board’s budget for all funds...